In the age of digitisation, the Knowledge sharing gaining ever-greater importance for companies. It is particularly essential for decision-makers to redesign this process in order to optimally leverage the potential of internal information. The key entry point, as proposed in the KIROI model, is central to this. Because effective Knowledge sharing begins with a structured analysis of existing knowledge bases and communication channels.
Rethinking knowledge exchange: KIROI step 1 for decision-makers
The first step in the KIROI approach aims to accurately assess the current situation within a company. Decision-makers should identify both formal databases and informal channels. This clarifies where knowledge is already being shared and where barriers exist. For example, in the automotive industry, decision-makers often report that collaboration between design and manufacturing is hampered by a lack of interfaces. A targeted inventory helps to uncover these communication gaps. Similarly, in healthcare, valuable experience gained by nursing staff is often poorly documented, meaning new teams cannot benefit from it. Service companies often realise through this step that knowledge sharing between different locations or departments hardly takes place, even though it would be urgently needed.
Practical impulses for getting started with knowledge sharing
The following measures are recommended for the implementation of Step 1 of the KIROI model:
- Conduct in-depth interviews with key individuals to reveal implicit knowledge.
- Deploy digital platforms, such as social intranets or collaboration tools, to centrally store explicit knowledge.
- Promote a company culture that supports trust and an open feedback culture, as they are fundamental prerequisites for active knowledge sharing.
BEST PRACTICE at a client (name withheld due to NDA agreement): An internal knowledge platform was established at a medium-sized industrial company. In addition, regular short presentations were held so that employees could showcase their expertise across departments. This led to better project results and a more vibrant team culture.
Why does effective knowledge sharing begin with analysis and openness?
Only those who understand the status quo can implement targeted measures. Companies operating in the financial sector, for example, often recognise the loss of expert knowledge due to staff turnover too late. Proactive mapping of knowledge sources is crucial here in order to identify areas for action early on.
Another reason for this initial step is the uncovering of cultural obstacles. In many companies, unconscious barriers exist, such as „hoarding“ knowledge to secure competitive advantages over colleagues or superiors. The KIROI approach supports leaders in questioning these attitudes and changing them through appropriate incentives.
Companies in software development report that open feedback rounds and peer-to-peer coaching facilitate the sharing of not only technical skills but also informal knowledge. This approach promotes team performance and enhances innovative capacity.
How to support knowledge sharing in your company
In addition to analysis, the following aspects are particularly important for promoting sustainable knowledge exchange:
- Regular workshops foster personal dialogue and build trust.
- Mentoring programmes connect experienced employees with younger colleagues to directly transfer implicit knowledge.
- Agile working methods enable flexible and transparent communication within teams.
In the construction industry, for example, Community of Practice groups are used to make specific expertise available across projects. This prevents valuable practical knowledge from being stored only individually.
My analysis
Rethinking knowledge sharing requires a targeted start with an inventory. The KIROI Step 1 for decision-makers supports the identification of knowledge assets, communication channels, and barriers. This opens up diverse opportunities for systematically sharing knowledge based on real needs and circumstances. Only in this way can companies strengthen their innovative strength and competitiveness in the long term. Decision-makers are well advised to implement this step with methodological support in order to establish an open culture of learning and to leverage the potential of knowledge sharing as effectively as possible.
Further links from the text above:
Mastering knowledge exchange: KIROI Step 1 for decision-makers [2]
Definition Knowledge Exchange | Business Processes Glossary [1]
Knowledge Exchange in Knowledge Management: Tools & Methods [3]
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