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Knowledge sharing is key for companies today, not only to store knowledge, but above all to transform it into new added value. Many clients report uncertainty as to how they can utilise the knowledge of their workforce in a targeted manner and secure it in the long term. Transruption coaching helps organisations to rethink their knowledge sharing - and to fully exploit the potential of the KIROI methodology in the first step for decision-makers.
Rethinking knowledge exchange: Impulses for the first step
Decision-makers often see knowledge sharing as a technical problem that can be solved with the next software solution. However, it is often much easier to get started if the specific initial situation in the company is analysed first. A financial services provider, for example, realised that valuable expert knowledge simply disappeared when employees changed jobs as long as it was not documented and passed on in a targeted manner[2]. A successful automotive supplier, on the other hand, realised that the experience of experienced employees was hardly recorded digitally - meaning that important information for future planning was missing. A company from the IT consulting sector was also quick to systematically record the communication channels between teams and locations in order to better understand knowledge flows.
First analyse, then act
Key decision-makers report that they first record the current level of knowledge before starting specific measures. What sources of knowledge are formally available? What informal networks are there? What barriers, such as lack of time, lack of incentives or simply office barriers, hinder the exchange? Clarifying these questions in a targeted manner helps to recognise stumbling blocks at an early stage. For one mechanical engineering company, for example, departmental boundaries played a major role, while a service provider from the energy industry realised that knowledge documentation was mostly individual and not very structured. A company from the logistics sector, on the other hand, hired transruption coaching to make implicit knowledge visible with the help of interviews with key people - and set new standards for networking within the organisation.
Digital tools as support - but not as a panacea
Many companies invest in digital platforms, such as social intranets or knowledge databases[1]. These tools can help to capture explicit knowledge in a structured way and make it widely accessible. Some companies in the mechanical engineering sector use regular short presentations to share specialised knowledge in a targeted manner. A retail company, on the other hand, relies on peer-to-peer coaching sessions in which employees learn from each other and pass on knowledge directly[4]. However, technology alone is not enough: A positive corporate culture, trust and the feeling of benefiting from the exchange are just as crucial for successful knowledge sharing[1].
Practical example: How knowledge exchange can succeed in the first step
BEST PRACTICE with one customer (name hidden due to NDA contract)
A medium-sized industrial company used transruption coaching to reorganise the exchange of knowledge in a targeted manner. The first step was to identify all relevant sources of knowledge and set up a central platform for documentation. At the same time, weekly interactive presentations were held in which experienced employees shared their work experiences directly with the workforce. The participants appreciated the opportunity to ask questions openly and gain practical knowledge. After just a few months, it became apparent that projects were completed more quickly and collaboration across departmental boundaries improved significantly. This development confirms the importance of a structured, conscious start.
Tips for decision-makers: How the knowledge exchange begins
Firstly, carry out an inventory: Who knows what in the company? What knowledge is missing in order to achieve goals? Integrate interviews with key players and actively search for implicit knowledge that is not documented. Use digital tools to make explicit knowledge transparent and accessible. Develop incentives and a culture of sharing - for example through workshops, communities or recognition systems. Regularly review how knowledge sharing is developing and adapt measures flexibly. Use the initial successes to gain momentum for the next steps.
Knowledge sharing with KIROI Step 1: Benefits for management and staff
With KIROI Step 1, you first focus on analysing the initial situation - and not on technical details. This increases acceptance among employees because they feel they are being taken seriously and can contribute their own experiences. At the same time, decision-makers benefit from clear insights into where knowledge gaps exist and how they can be closed in a targeted manner. Those who consciously plan their entry create a solid basis for continuous learning and innovation. Organisations that take this approach report higher motivation, better team spirit and a noticeable reduction in the burden of training new colleagues.
My analysis
Sharing knowledge is and remains a key success factor for modern companies. The initial impetus for sustainable development is often more important than many people realise. Those who approach the process in a human-centred rather than technocratic way can build trust from the outset and support real change. The KIROI methodology provides a sound basis for systematically initiating knowledge exchange and anchoring it in the organisation in the long term. Those who take the time to analyse the framework conditions and provide targeted impetus create space for innovation, collaboration and sustainable corporate success.
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Further links from the text above:
Definition Knowledge Exchange | Glossary Business Processes
Mastering knowledge sharing: KIROI Step 1 for decision-makers
Knowledge exchange in knowledge management: tools & methods
Knowledge transfer in the team: tips for efficient exchange
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