Knowledge is the foundation of successful organisations, and knowledge transfer forms the backbone of innovation, competitiveness and sustainable growth. More and more companies and institutions are facing the challenge of passing on knowledge in a structured way, especially against the backdrop of staff changes, digital transformation and agile working methods. If you want to master knowledge transfer, transruptions coaching and the tried-and-tested KIROI method offer efficient ways to organise transfer processes in a targeted manner and ensure they are sustainable.
What does knowledge transfer mean in an organisational context?
Knowledge transfer refers to the conscious process of passing on experience, skills and information to other people in a targeted manner. Clients often report problems when experts leave or new teams come together. Knowledge transfer helps to make implicit expertise, i.e. knowledge gained from experience, visible and usable[1]. The aim is to avoid knowledge loss and ensure the continuity of business processes. At the same time, practising knowledge sharing strengthens cooperation, promotes a culture of learning and motivates employees to share their knowledge.
Findings from practice: Typical challenges in knowledge transfer
Many companies experience similar stumbling blocks when it comes to knowledge transfer. Valuable experience often remains unutilised because it is not documented or employees are reluctant to share their knowledge. For example, the induction of new colleagues is often unsystematic and specialist knowledge is only centralised with a few people. Digital tools alone also rarely lead to the desired success if they are not backed by a clear structure and the right culture[2].
Clients frequently report that knowledge transfer often plays a secondary role in practice and is not recognised as a strategic issue. Managers report that there is a lack of time, methodological expertise or a suitable platform for exchange. Companies that take action in this area, on the other hand, focus on targeted further training, internal knowledge databases and appreciative exchange formats.
Examples of successful knowledge transfer
One software company established a mentoring programme for new employees in which experienced colleagues take on specific induction tasks and regular reflection meetings take place. In this way, individual questions are answered directly and the transfer of knowledge is personalised[4]. Another example: A city administration uses the principle of the knowledge chain, in which departing employees pass on their knowledge to successors in structured, moderated discussions - accompanied by documentation that is preserved for future generations[1]. Third example: In an international consultancy, digital collaboration platforms such as Slack or Microsoft Teams are used to store knowledge in a decentralised manner and thus ensure it is passed on across locations[3].
BEST PRACTICE with one customer (name hidden due to NDA contract) and then the example with at least 50 words. A renowned law firm asked for transruptions coaching after the training manager left after 20 years. Together, we developed a multi-stage knowledge chain: the employee shared his experience in several open discussion rounds, which were moderated by the HR team and recorded by young lawyers. This resulted in a comprehensive knowledge base that now serves as a central point of contact for all new colleagues. In addition, regular exchange formats have been practised in the team since then in order to keep knowledge up-to-date and accessible.
The KIROI method Step 1: Create knowledge maps and identify knowledge carriers
The first step of the KIROI method focuses on the systematic identification of knowledge and knowledge carriers. If you want to organise knowledge transfer, you first need to know who has what knowledge and where it is needed. Knowledge maps help to visualise the stock of knowledge in the company and identify gaps at an early stage[8]. Ideally, these maps are developed jointly in a team, as this allows different perspectives to be incorporated and promotes dialogue.
One example: a technology manufacturer conducted internal interviews with all teams in order to document specialised knowledge. The results were stored in a digital knowledge database in a structured manner so that all employees can access expert knowledge in a targeted manner. Another example: A medium-sized company used a survey to nominate knowledge holders and thus create a culture of recognition for knowledge transfer[8]. Third example: An educational institute created interactive mind maps in which areas of expertise and links are visualised - this promotes shared responsibility for knowledge transfer.
Specific tips for managers
Organise regular knowledge days where employees present their specialist knowledge. Create incentives for knowledge transfer, for example through public recognition or small rewards. Use a mixture of face-to-face discussions and digital tools to organise knowledge transfer efficiently[2]. Allow time and space for exchange, as knowledge often remains unutilised under time pressure. Use the strengths of your organisation to develop customised formats.
Understanding knowledge transfer as a management task
Sharing knowledge is not a project task, but an ongoing part of the corporate culture. Managers play a key role here because they have to set a good example and create the framework for exchange. Those who see knowledge sharing as a management task invest in networks, promote learning spaces and create incentives to share knowledge[5]. Clients often report that internal champions, coaches or knowledge managers act as multipliers to help anchor knowledge transfer in the organisation.
In a production company, managers themselves moderate handover meetings to ensure that no knowledge is lost. An energy company trains internal mentors who provide targeted support to junior staff and thus facilitate knowledge transfer across generations. A communications agency regularly organises lightning talks in which employees pass on new insights in short keynote speeches, making knowledge transfer a matter of course.
Further links from the text above:
Knowledge transfer guide - Wiesbaden city administration [1]
Knowledge transfer methods: Strategies for securing knowledge [2]
Knowledge management in the company: Methods + Tips [3]
Knowledge transfer methods - utilising knowledge in companies [4]
Knowledge management methods: 7 strategies for managers [5]
Knowledge chain - methods for knowledge retention [6]
Knowledge transfer in companies - Guidebook [8]
My analysis
Knowledge transfer is a key success factor for organisations of all sizes. Those who approach this topic strategically not only avoid knowledge loss, but also strengthen collaboration, innovation and employee satisfaction. The KIROI method structures the process from the first step - the identification of knowledge and knowledge carriers - to the sustainable safeguarding of expertise. Practical examples show that concrete formats, an open culture and committed managers make all the difference. Those who see knowledge transfer as an ongoing task benefit from their teams' wealth of experience in the long term and stay ahead of the competition.
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