When managers and project managers are looking for new ways to master the exchange of knowledge in their organisation, they are faced with an exciting and complex task. After all, knowledge is one of the most valuable resources in modern organisations, but dealing with it is often more difficult than expected. In many industries - be it consulting, production, retail or the public sector - the success of projects depends largely on how effectively knowledge is shared, stored and further developed. It is no longer enough to rely on technology and tools. What is needed are clear strategies, a lively error culture and methods that really motivate people to contribute their knowledge.
Why knowledge sharing is so valuable
Knowledge can only create real added value for an organisation if it flows between the right people at the right time. This may sound trite, but in practice we encounter the same challenges time and time again: Knowledge is often tied to individuals, gets lost during staff changes or is simply not recognised as being able to help others[1]. And this is precisely where knowledge sharing comes in - as a process that distributes and utilises information, skills and experience within the company in a sustainable way[2][3].
An example from the consulting industry: A large project team works across several locations. The documentation is digital, but the most important knowledge is in the heads of the experienced employees. Without a targeted exchange of knowledge, islands of information are created, decisions are delayed and work is duplicated.
Customers regularly report these hurdles
Clients often report that although they have introduced knowledge management systems, there is a lack of acceptance. The tools are not used because they are too complicated or there is a lack of confidence in sharing knowledge. In production companies, process knowledge is usually implicit and difficult to formalise. The IT sector, on the other hand, is struggling with the rapid change in standards - only a continuous exchange of knowledge can help here.
Another typical situation: a team leader in the healthcare sector wants to secure the expertise of a departing colleague. But the most important solutions and tricks are not in documents, but in little notes and stories. Without targeted measures, this knowledge is lost.
How does knowledge exchange work in everyday life?
The first step is to create the right framework conditions. This starts with the corporate culture: openness, trust and mutual respect are the basis for sharing knowledge[1]. This is followed by tools and platforms that support the process - for example social intranets, chat groups or regular exchange formats such as „Lunch & Learn“[2][3].
There are always successful examples in the retail sector: Employees are specifically invited to present best practices from their area in weekly team meetings. For example, an apprentice presents how to stack goods better and everyone benefits. In the public sector, knowledge is often recorded in the form of standard operating procedures (SOPs), but here too, practice shows that documentation alone is not enough. There needs to be room for questions, discussions and the sharing of experiences.
A third example from logistics: errors and bottlenecks are documented in a digital warehouse management system. The management level ensures that the learning effects from errors are shared transparently so that all teams can learn from them. This strengthens the error culture and makes knowledge a common good.
KIROI Step 1: Shaping cultural change
The first step in the KIROI model - and therefore the cornerstone of successful knowledge sharing - is conscious cultural change. Organisations need to create a space where it is safe to ask questions, discuss mistakes and share knowledge - without fear of negative consequences. This is precisely where transruptions coaching comes in: As support for the introduction of new structures and for sustainable knowledge sharing, suitable measures are jointly developed to strengthen the culture within the organisation.
It is important to see knowledge sharing as a continuous process that is lived by everyone. Instruments such as regular reflection rounds, knowledge cafés or the involvement of „knowledge champions“ have proven their worth. These people are specifically involved in sharing knowledge, absorbing new ideas and breaking down barriers.
Practical examples of measures
In the automotive industry, an experienced project team supports young colleagues via a dedicated mentoring programme. Here, too, the starting signal for a successful exchange of knowledge is an open culture of dialogue in which uncertainties can also be expressed.
In the service sector, some companies are establishing so-called „storytelling sessions“. In short, informal formats, employees tell how they have solved customer cases - including one or two critical situations. This means that knowledge is not just retained by individuals, but can be experienced within the organisation.
Another example is the introduction of knowledge marketplaces: Companies use digital platforms where colleagues can search for specific expertise or register as experts. This ensures transparency and connects people who otherwise work in different areas.
My analysis
Knowledge sharing is the key to ensuring that organisations remain innovative, flexible and resilient. Experience shows that technology alone is not enough - a consciously designed culture is needed that promotes cooperation and makes knowledge sharing the norm[1][2]. If you want to successfully integrate knowledge sharing, you should seek dialogue at an early stage, make real examples visible and work continuously on cultural change. transruptions coaching helps you to systematically implement these steps and make your company fit for the future.
Further links from the text above:
Definition of knowledge sharing [1]
Knowledge exchange in knowledge management [2]
Guide to knowledge sharing [3]
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BEST PRACTICE with one customer (name hidden due to NDA contract)
A medium-sized company in the energy industry needed to pool its internal expertise more effectively in order to respond to dynamically changing market requirements. Together, we first analysed the existing knowledge base and established that valuable experience was predominantly held by long-standing employees. As part of an open workshop, we established a so-called „knowledge network“ that specifically promotes the exchange between old and young. This includes
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