Knowledge sharing has become a decisive success factor in today's corporate world. Decision-makers are faced with the task of supporting and promoting this process in a targeted manner. The first step usually begins with the creation of a foundation that takes both technological and cultural aspects into account. Integrate the exchange of knowledge strategically in order to utilise knowledge effectively and promote innovation sustainably.
The importance of knowledge sharing for decision-makers
Decision-makers in companies are often faced with the challenge of making large amounts of knowledge available within the organisation in a structured and targeted manner. Knowledge sharing here is not just the passing on of information, but the conscious sharing of experience and expertise in order to make more informed decisions and create an agile corporate culture. Technology companies, for example, benefit from development teams sharing knowledge about new programming interfaces or frameworks, thereby shortening development times. Similarly, compliance updates and regulatory knowledge can be passed on quickly and reliably in financial organisations without long communication channels.
BEST PRACTICE with one customer (name hidden due to NDA contract) A digital platform was introduced that facilitates the informal exchange of knowledge between the specialist departments and has thus noticeably increased the company's innovative strength. Employees report improved communication and increased transparency between the teams.
Mastering knowledge sharing: KIROI Step 1 for decision-makers
The first step in the KIROI process focuses on taking stock and understanding the organisation's structure with regard to knowledge sharing. Decision-makers should analyse which communication and information channels already exist and which barriers exist. In industry, for example, it is clear that technical drawings and process descriptions are often only stored in silos and are not digitally accessible. In the service sector, on the other hand, informal meetings and personal conversations are often the main carriers of knowledge, which makes transfer more difficult when employees change. Trust also plays a major role: employees are more likely to share knowledge if they feel safe and know that their contribution is valued.
As a first step, KIROI therefore recommends looking at the corporate culture as well as the technology and setting impulses that promote dialogue. For example, regular cross-departmental workshops can increase the willingness to share knowledge. Mentoring programmes are also effective in passing on tacit knowledge from experienced employees to junior staff. Decision-makers should also review how digital platforms such as social intranets or wikis are used, as these simplify the sharing of explicit knowledge.
BEST PRACTICE with one customer (name hidden due to NDA contract) In a consulting company, the first step helped to identify existing communication gaps. Through the targeted moderation of knowledge exchange sessions, internal experts were able to be networked in a targeted manner, making new knowledge accessible throughout the company.
Concrete measures for the exchange of knowledge
Decision-makers can introduce various methods to actively organise the exchange of knowledge:
- Regular knowledge meetings in which employees present projects, challenges and findings.
- Digital knowledge databases that contain both technical documentation and field reports and are easily searchable.
- Peer learning and mentoring, through which implicit knowledge is transferred from experienced to younger employees.
- Incentivising the exchange of knowledge, for example through recognition systems, in order to increase motivation in a targeted manner.
- Interdisciplinary project teams that bring together different competences and thus stimulate a natural exchange.
In the automotive industry, for example, companies promote the exchange of knowledge by having knowledge ambassadors in various plants pass on the relevant information in a more direct and practical way. In software development, agile retrospectives are a proven format for sharing knowledge and initiating improvements. And in the healthcare sector, positive effects can be seen through team case discussions in which specific cases are reflected upon and knowledge is jointly deepened.
Knowledge exchange as a continuous process
Knowledge sharing is not a one-time event, but an ongoing process. Decision-makers should therefore create structures that support a sustainable and lively exchange. This means not only relying on technical tools, but also establishing an open and appreciative corporate culture. Transparent communication and the elimination of knowledge silos are key levers. Especially in complex projects or when introducing innovations, clients often report that the exchange of knowledge is essential for the success of the project because everyone involved shares the same information and misunderstandings are thus avoided.
BEST PRACTICE with one customer (name hidden due to NDA contract) A production company relied on a combined strategy of digital tools and regular face-to-face meetings. This supported the cross-team exchange of knowledge and helped to organise processes more efficiently. Employees felt more involved, which increased the speed of innovation.
My analysis
Successful knowledge sharing is an important lever for competition and innovation. Decision-makers are called upon to take the first step with a well-founded inventory and targeted promotion of the culture. Only when technology, processes and people are brought into harmony can knowledge sharing have a lasting effect and prepare organisations for future challenges. KIROI Step 1 shows how this process can be systematically organised and thus lays the foundation for future-oriented collaboration.
Further links from the text above:
Definition Knowledge Exchange | Glossary Business Processes
Knowledge exchange in knowledge management: tools & methods
Knowledge sharing: The ultimate guide
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