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KIROI - Artificial Intelligence Return on Invest: The AI strategy for decision-makers and managers

Start » Rethinking knowledge transfer: KIROI Step 1 for decision-makers

25 August 2024

Rethinking knowledge transfer: KIROI Step 1 for decision-makers

Digital Leadership Digital transformation HR work and Teams 4.0 Artificial intelligence AI Glossary

Knowledge sharing is a key success factor for organisations today. Many decision-makers find that traditional approaches are often no longer sufficient. The challenges are diverse: employees change jobs frequently, specialised knowledge often remains unused, and new technologies are transforming the world of work. In this context, knowledge sharing is gaining new significance. It is no longer understood merely as documentation, but as a dynamic process that needs to be continuously managed.

Knowledge transfer as a strategic task

Companies need clear strategies to disseminate knowledge effectively. Many clients come to us with the question of how to make their internal knowledge more visible. They often report that important information is only held by individual people. This poses risks, particularly if these individuals leave the company.

A practical example: In a medium-sized company, a long-standing product manager was responsible for the development of a key product. When he retired, the product development knowledge was missing. Colleagues had to invest a lot of time to reconstruct the details. A structured approach to knowledge transfer could have prevented this loss.

Another example: In a consulting firm, knowledge was often passed down purely verbally. New employees had to painstakingly acquire the knowledge themselves. The introduction of knowledge databases and regular workshops significantly improved knowledge transfer.

Knowledge sharing is also crucial in the IT industry. Teams often work on complex projects here. If knowledge is not shared systematically, errors and delays occur. Regular documentation and exchange formats help to avoid these problems.

Modern approaches to knowledge transfer

Personalised knowledge transfer

Personified knowledge transfer relies on direct exchange between employees. Mentoring programmes are particularly effective here. Experienced colleagues pass on their knowledge to younger employees. This not only promotes knowledge sharing but also employee retention.

For example: A mentoring programme was introduced for new managers at a large bank. The mentees received regular feedback and support. This allowed them to grow into their new roles more quickly.

Mentoring is also common in the healthcare industry. Doctors pass on their knowledge to junior doctors. This often takes the form of joint meetings and case discussions.

Another example: A buddy system was introduced in a software company. New employees were looked after by experienced colleagues. This promoted knowledge sharing and the integration of new team members.

Codified knowledge transfer

Codified knowledge transfer utilises digital tools and documentation. Knowledge bases, manuals, and guides are central instruments in this process. They enable access to knowledge independently of the presence of individuals.

For example: A digital knowledge base was introduced in a manufacturing company. All important processes and instructions were documented there. This allowed employees to access the knowledge at any time.

Documentation is also important in the education sector. Teachers exchange teaching materials and best practices via digital platforms. This promotes knowledge sharing and the quality of teaching.

Another example: In an insurance company, all important processes were documented in a digital manual. New employees could familiarise themselves quickly as a result.

Knowledge transfer in practice

The transfer of knowledge is most successful when it is integrated into everyday work. Regular meetings, workshops and feedback sessions are helpful here. Digital tools like Slack or Teams also support the exchange.

For example: In a marketing agency, weekly brainstorming sessions were introduced. Here, employees exchanged ideas about new ideas and projects. This promoted knowledge sharing and creativity.

Communication is also important in the logistics sector. Teams regularly discuss process optimisation and new technologies. This improves efficiency and the quality of work.

Another example: Barcamps were introduced in a research facility. Here, employees could present their projects and receive feedback. This promoted knowledge sharing and collaboration.

BEST PRACTICE with one customer (name hidden due to NDA contract) A knowledge management system was introduced in an international company. Employees documented their projects and experiences in a central database. In addition, regular workshops and mentoring sessions were offered. This significantly improved knowledge sharing. New employees were able to onboard more quickly, and the quality of projects increased. Employees reported feeling more connected and supported.

My analysis

Knowledge sharing today is more than just documentation. It is a living process that must be continuously shaped. Modern approaches such as mentoring, workshops, and digital tools support this process. Decision-makers should understand knowledge sharing as a strategic task and actively promote it. Only in this way can companies achieve long-term success.