Knowledge management

Realization of knowledge management projects

Knowledge Management (KM) is one of the biggest challenges and holds immense potential. Companies are required to secure, prepare and transfer knowledge in a suitable form. The cyclical updating and cleansing of data, information and knowledge is also given high priority.

We understand KM as a process that has to be equipped with appropriate measures. In general, it is important to find the right balance between the intellectual capital statement (strategic level) and the knowledge management (operational level). The essential element is each person involved. Know-how is often difficult to grasp and requires intergenerational communication and integration.


For us, knowledge management (KM) is not a piece of software feeded with data, to generate results with a mouse click out of it, but rather a bundle of individual measures. Of course, the implementation often also offers the support of suitable IT tools.

Capture the strategic alignement
Analysis and creation of a knowledge map
Workshops on needs assessment and prioritization
Development of individual measures
Process monitoring and evaluation

WM aims to leverage and develop knowledge in organizations to best achieve business objectives (creating competitive advantage). The existing (relevant to the company) knowledge must be identified, prepared and made available to the employees. It involves finding ways to influence the company's knowledge base, understanding the knowledge base (data, information, knowledge, skills) and systematically anchoring individual knowledge and skills (human capital).

Knowledege modules


Typical objectives

Securing knowledge for added value and sustainability in the company
Increase in the company's success through improved processes
Adequate supply of employees with (the "right") data/information
Develop and use skills and abilities to learn
Ensuring a suitable know-how transfer between the employees
Distributing knowledge to minimize risk and prevent loss of knowledge at retirement

Knowledge and experience

In most cases, there is a great willingness to dedicate themselves to the connection of topics around "knowledge" and "employees". The company-specific situation has a significant influence on knowledge management. The more specific the products, the greater the degree of identification, and the better the involvement of employees in the transfer of knowledge.

Overall, of course, the framework conditions also play a major role: in order to be able to develop further, the necessary resources must be available; Be given time for further education and reflection. Many skills often remain in the background: many skills and knowledge are such a matter of course that they are not perceived by those affected.

Knowledge transfer means communication

Often the end result, namely the "knowledge of the employees" is in the foreground in general. Little attention is given to the clarification of which specific knowledge is of interest to the company and how the employees can provide it without being distressed by their own working hours. Because knowledge transfer costs time!

Systematically approaching the project of "knowledge management and transfer of experiential knowledge" means, first of all, to find suitable communication structures: to transfer individual knowledge and experience and thus to facilitate its further development and application on a company level.