Managers and Experts

Knowledge Transfer for managers and experts

The management of organisational knowledge is a challenge for small and medium-sized businesses and large businesses. If a member of the management or staff retires or voluntarily resigns, the lever’s knowledge will no longer be available to the organisation. This includes individual administrative and work process knowledge as well as the network of personal ties the employee or manager has established over a period of time. Personal networks are an essential part of day to day business that can help tackle emerging challenges and solve problems effectively and efficiently.

The aerospace industry is a sector with complex and knowledge-intensive processes. “Together with a professional team of knowledge managers, Airbus developed a sophisticated solution portfolio to support and implement strategic knowledge management projects.” (Weber et. al. in wissensmanagement 8/07, S.10). Pumacy Technologies AG has more than six years experience of knowledge management in aerospace and automotive industry. The knowledge management solution provider developed a range of methods for the systematic transfer of specialist knowledge and management expertise. 

First step in a knowledge transfer process is the identification of experts whose knowledge has to be transferred. 

Initiation: The knowledge transfer starts with a kick-off meeting in which all key responsible people (knowledge provider, knowledge receiver, line manager and process delegate) define the overall plan and agree strategic objectives.

Analysis: Semi-structured individual interviews help to define the scope of the knowledge transfer. 

Action plan implementation: Result of the analysis is a tailored action plan that defines all relevant knowledge areas and procedures for the transfer of knowledge. The implementation of the procedures is coordinated by the process delegate. The knowledge transfer can be done in a variety of ways:  transfer talks and workshops offered by one of our experts, intergenerative learning and working groups, wikis, forums, software for the management of lessons learnt and best practices. Additionally, a visualisation of personal contacts and contact information can support the knowledge transfer. To ensure the successful implementation of the action plan, all relevant stakeholders must be involved.

Closure: During a final meeting the action plan will be reviewed to ensure that there are no unanswered questions. A questionnaire provided to all participants evaluates whether the methods used were adequate to the task. If necessary, additional measures will be taken to ensure a successful transfer process.

The K.exchange process will be tailored to your individual needs. K.exchange is a holistic and systematic process for the transfer of critical knowledge. Employees or managers will soon become familiar with their new working environment. Time and other resources are used properly, efficiently and effectively.