Knowledge sharing is a crucial factor in the development and success of organisations today. Many decision-makers recognise that knowledge is not only contained within documents or databases, but primarily in the minds of employees. Targeted knowledge sharing fosters innovation, accelerates problem-solving, and improves decision-making. But how can this process be designed systematically and sustainably? The answer lies in a new way of thinking that combines both personalised and digital methods.
Knowledge sharing as a strategic task
For many companies, knowledge sharing has long been more than just informal exchanges between colleagues. It is seen as a strategic task that needs to be actively managed. Leaders rely on various approaches to share and secure knowledge effectively. It is particularly important to consider both explicit and tacit knowledge. Explicit knowledge can be easily documented, whereas tacit knowledge often only becomes visible through discussions and joint projects.
A practical example: An international company established a knowledge portal, consolidating project experiences and best practices. Experienced project managers systematically share their knowledge. The portal supports team communication and enables targeted searches for required expertise. The result: Project quality improves and onboarding times decrease.
Another example: A large bank launched a buddy programme. Experienced employees guide new colleagues in their first few months and give them valuable insights. Managers actively support the programme and create an environment where knowledge sharing is recognised as a core task. This strengthens team cohesion and improves communication.
A third example: a medium-sized pharmaceutical company introduces regular cross-team workshops. Management ensures clear objectives and well-structured follow-up on the results. This promotes sustainable knowledge exchange and helps to identify innovation potential at an early stage.
Rethinking knowledge exchange: The KIROI approach
Personalised knowledge transfer
The KIROI approach relies on a combination of personalised and codified methods. Personalised knowledge transfer primarily takes place in workshops and mentoring programmes. Here, knowledge is exchanged directly between individuals. The advantages are clear: employees learn from each other, strengthen their relationships and develop new ideas together.
For example: A company uses age-mixed teams to promote knowledge sharing. Regular workshops and mentoring programmes help to expand employees' skills. Collaboration improves and productivity increases.
Another example: In a technology company, so-called knowledge relays are conducted. Here, experienced employees share their knowledge in moderated discussion rounds. An external moderator ensures that even seemingly self-evident knowledge is made explicit.
A third example: A service company uses transfer stories to secure implicit experiential knowledge. Experts are interviewed in narrative interviews, and their findings are visualised in knowledge maps.
Digital platforms and tools
Digital platforms are playing an increasingly significant role in knowledge exchange. Collaboration tools, such as company wikis or specialised knowledge bases, make knowledge accessible at any time and continuously expandable. Such tools are indispensable, particularly for distributed teams and rapid project changes.
For example, a software company uses an internal wiki to document project experiences and approaches to solutions. Employees can access it at any time and contribute new ideas.
Another example: A trading company is adopting a knowledge market model. Here, employees can present their skills and experience and specifically search for knowledge.
A third example: An educational provider uses Working out Loud to build relationships and share knowledge within an extended network. Over 12 weeks, goals are pursued collectively and experiences are exchanged.
Knowledge transfer as a cultural topic
Sustainable knowledge sharing only works if it is lived as a cultural issue. This means that leaders must make a clear commitment and actively involve all team members. Transparency, trust, and incentives are crucial for employees to be willing to share their knowledge.
An example: An industrial company is introducing regular knowledge-sharing meetings. New knowledge is specifically developed here, or existing knowledge is transferred. The results are documented in knowledge logs and made available to everyone.
Another example: a service company creates an environment where knowledge sharing is recognised as a core task. Employees are encouraged to share their experiences and develop solutions together.
A third example: A technology company promotes collaboration through teamwork and joint projects. Employees learn from each other and strengthen their relationships.
My analysis
Knowledge sharing is a central component of knowledge management and crucial for the success of organisations. By combining personalised and digital methods, knowledge can be shared and secured in a targeted way. Leaders play an important role by giving a clear commitment and actively involving all team members. Sustainable knowledge sharing promotes innovation, improves decision-making, and strengthens team cohesion.
Further links from the text above:
Knowledge Exchange – The Office Expert
Rethinking knowledge transfer: With KIROI, step 1 towards...
Definition Knowledge Exchange | Business Processes Glossary
Mastering Knowledge Transfer: KIROI Step 1 for…
Knowledge Exchange in Knowledge Management: Tools & …
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