2. Wissenstransfer GmbH
• Agile, learning organization
Develop and efficiently benefit
from the potential of your
Organization
• Concepts that work for your
Vision and in daily business
Implement elements of an agile,
learning organization in strategy
and daily work
• Skills management
Transparent expert-skills to find
the right persons and speed up
development, e.g. for projects
• Succession management
Identify potential, plan and
execute successful succession
management
• Awareness training,
presentations, workshops
KM as a strategic topic for daily
work, realize quick wins
• Inhouse Coaching – make
things happen
Structured knowledge transfers
for key persons (experts,
managers, projects, outsourcing)
• Enabling your organization
Train the trainer – build up your
internal knowledge transfer
coaches
• Guidance, support and boost
during implementation
We offer templates, tools and
other implementation support
3. Customers
Federal / Cantonal Administration
• Canton Aargau, (department of education, culture
and sport)
Leadership development
• KSA (cantonal hospital Aarau)
Human resource / personnel development
• Insel group Bern (group of hospitals)
QM an knowledge management, software evaluation
• BAKOM (federal department for communication)
Knowledge transfer for key persons, e.g. director /
deputy, experts, teamleaders, team cooperation,
Leadership development
• BFS (federal department of statistics)
Skills management (taxonomy, processes, tools),
employee skill profile present-future view, realize
personnel development, employer branding
• VBS/NDB (federal department of defense /
intelligence service)
Optimize team collaboration, build up real deputies
• BAG (federal bureau of health)
Succession management with waiting period / gap to
succession, knowledge retention
• ASTRA (federal department of streets)
Management awareness trainings, employer branding
• EPA (federal department of human resources)
Management seminar knowledge transfer topics, KM
concept support and guidance
• EDA/DEZA (federal department of external affairs)
Efficient knowledge transfer in the context of
development projects
Economy
• DSM (global chemical industry)
Learning organization: increase team collaboration,
increase employer branding, part time working, increase
transparency on work areas, succession of key people
• Generali (global assurance)
Train the trainer for internal transfer coaches, succession
of key persons, WSM templates for internal use
• HP (global IT, enterprise customers CH)
Burnout prevention for leaders with WSM, transparency
and prioritization of topics
• SBB (Swiss federal railway company)
Succession of key persons, optimize team collaboration
• DBSchenker (global transportation)
Leadership development, knowledge tranfers for CEO
succession, branch lead
• Credit Suisse AG (global financial industry)
Succession of key persons, project handovers, burnout
prevention
• BERNMOBIL (regional passenger transportation
company)
Succession of key persons, train the trainer, tool training
for internal coaches
• Zürich (central administration)
Knowledge management concept, succession of key
persons
• Roche (global chemical industry)
Succession of key persons
• Baloise (global assurance)
Knowledge transfer coaching for new leaders
5. Onboarding of Key Persons
Ramp-Up / Onboarding / Deputies
Situation ASIS
Daily Work
«Onboarding»
• Predecessor’s experience
• Important internal / external
customers
• Processes
• Challenges
• Expectations
• Tools
Organizational
Onboarding
• Values
• Vision
• Code of Conduct
• Compliance
• …
→ eLearning, classroom training
New Job / Function
Role / Project
Workarea
6. Learn at speed of business
• Directly at Workplace
• From the experts
• In context of worksphere
• Set the right priorities
Apply new knowledge to
create value
70:20:10
New Job / Function
Role / Project
Workarea
Enabled by
Knowledge Transfer Coach
Expert (s)
→Visualization
→Prioritization
→Shorten time to market
→Increase quality
Onboarding of Key Persons
Ramp-Up / Onboarding / Deputies
Situation TOBE
7. Personal Lifecycle
… from a person’s perspective
Onboarding
• Optimize and fasten
“time to market”
• Create job and
stakeholder
transparency in
complex Worksphere
• Enable project rampup
• Increase quality of
project delivery
• Enable key resources
in work context
• Understand complex
worksphere
• Support change
management
• Build “real” deputies
• Prepare for longer
absences
• Minimize loss of tacit
knowledge during
project handover
• Prepare for potential
loss of staff
• Create transparency
offshoring projects
• Enable ++ project
deliveries
• Support project
rampdown (from a
personal and project
perspective)
• Enable seamless
continuation after
resignation
• Minimize loss of
knowledge due to two
year regulation,
external staff
Daily work Offboarding
8. Tacit knowledge is all about people
8
Explicit
(know what)
Lives in books,
computers
and processes
Tacit
(know how)
Lives in people
and their practices
Explicit knowledge enables its real business
value only in correlation with the underlying tacit
knowledge
Tacit knowledge enables us to efficiently manage
our daily workflows and processes without
thinking about them
9. Loss of staff: influence on tacit knowledge,
impact on productivity and efficiency
Expert
Generation 1
Successor
Loss of knowledge due to leaving of multiple experts: succession
management?
Knowledge
Time
Generation 2
Successor
Valuable
documented
information
Valuable
tacit
knowledge
10. Expert
Generation 1
Successor
Knowledge
Time
Benefits
• Enables efficient and motivating induction
period for key persons
• Minimizes loss of tacit knowledge
• Helps to reduce knowledge gaps
• Supports building personal network
Efficiency increase due to cost avoidance
and shortening of on-the-job training period
Valuable
documented
information
Valuable
tacit
knowledge
Speed up Onboarding:
20 .. 30 %
Loss of staff: influence on tacit knowledge,
impact on productivity and efficiency
12. Methodology
Structured Knowledge Transfer
Coaching service for key employees
Transfer knowledge on a need basis
Total effort: 3–7 coached half days
Shortens on-the-job training of new joiners
Enables spreading of knowledge within a team
Increases employee motivation
PHASE 3 – Documentation
Transforation Implicit
to Explicit Knowledge
Topic and Knowlet Structure
Mindliner, Transfer Doc
Wiki /KMS / Sharepoint / …
PHASE 2 – Details
- Option1: Transfer Person 1:1
- Option2: iCast
Support (on demand)
PHASE 1 – Overview
Identify areas of knowledge
Create Worksphere Map bac
Prioritize Topics
Task and Induction Plan
Identification Transfer Transformation
Initialization
Feedback
Line Manager involvement on a need basis
Coaching: 2 half days Coaching: 2-3 half days Coaching: 1-2 half days
Phase 1
14. Workproduct: Knowledge Map
Prioritization of Topics
Structure includes
• Business area
• Processes
and activities
• People
• Systems
• Business cases
• Priorities
Phase 1
15. Methodology
Structured Knowledge Transfer
Coaching service for key employees
Transfer knowledge on a need basis
Total effort: 3–7 coached half days
Shortens on-the-job training of new joiners
Enables spreading of knowledge within a team
Increases employee motivation
PHASE 3 – Documentation
Transforation Implicit
to Explicit Knowledge
Topic and Knowlet Structure
Mindliner, Transfer Doc
Wiki /KMS / Sharepoint / …
PHASE 2 – Details
- Option1: Transfer Person 1:1
- Option2: iCast
Support (on demand)
PHASE 1 – Overview
Identify areas of knowledge
Create Worksphere Map bac
Prioritize Topics
Task and Induction Plan
Identification Transfer Transformation
Initialization
Feedback
Line Manager involvement on a need basis
Coaching: 2 half days Coaching: 2-3 half days Coaching: 1-2 half days
Phase 2
16. Phase 2
Option 1
Build up new knowledge: Pull principle
Assign tasks as soon as possible
Structure and priorities according to
Worksphere Map
Build up Knowledge, DO-THE-JOB
PULL Learning
Phase 2
18. Phase 2
Option 2
Coach / Expert prepare iCast video
messages, explaining the knowledge map to
one / multiple successor(s)
• Screen: zoom in knowledge map
• Audio: original voice of manager/expert
explaning details
Scope
• Bridge regional gap
• Enable successor if there is no timely
overlap with expert
iCast: bridge regional or time gap
No successor available on place
Phase 2
19. iCast: bridge regional or time gap
No successor available on place
Phase 2
Phase 2
Option 2
Coach / Expert prepare iCast video
messages, explaining the knowledge map to
one / multiple successor(s)
• Screen: zoom in knowledge map
• Audio: original voice of manager/expert
explaning details
Scope
• Bridge regional gap
• Enable successor if there is no timely
overlap with expert
20. Phase 2
iCast
Youtube for professionals
Phase 2
Option 2
Coach / Expert prepare iCast video
messages, explaining the knowledge map to
one / multiple successor(s)
• Screen: zoom in knowledge map
• Audio: original voice of manager/expert
explaning details
Scope
• Bridge regional gap
• Enable successor if there is no timely
overlap with expert
21. Phase 2
iCast
Youtube for professionals
Phase 2
Option 2
Coach / Expert prepare iCast video
messages, explaining the knowledge map to
one / multiple successor(s)
• Screen: zoom in knowledge map
• Audio: original voice of manager/expert
explaning details
Scope
• Bridge regional gap
• Enable successor if there is no timely
overlap with expert
22. Phase 2
iCast
Youtube for professionals
Phase 2
Option 2
Coach / Expert prepare iCast video
messages, explaining the knowledge map to
one / multiple successor(s)
• Screen: zoom in knowledge map
• Audio: original voice of manager/expert
explaning details
Scope
• Bridge regional gap
• Enable successor if there is no timely
overlap with expert
23. Methodology
Structured Knowledge Transfer
Coaching service for key employees
Transfer knowledge on a need basis
Total effort: 3–7 coached half days
Shortens on-the-job training of new joiners
Enables spreading of knowledge within a team
Increases employee motivation
PHASE 3 – Documentation
Transforation Implicit
to Explicit Knowledge
Topic and Knowlet Structure
Mindliner, Transfer Doc
Wiki /KMS / Sharepoint / …
PHASE 2 – Details
- Option1: Transfer Person 1:1
- Option2: iCast
Support (on demand)
PHASE 1 – Overview
Identify areas of knowledge
Create Worksphere Map bac
Prioritize Topics
Task and Induction Plan
Identification Transfer Transformation
Initialization
Feedback
Line Manager involvement on a need basis
Coaching: 2 half days Coaching: 2-3 half days Coaching: 1-2 half days
Phase 3
24. Principle: Structure and methods are based on priorities of successor
Phase 3
Wiki / Transfer Document /
KM System…
25. Transfer Iimpicit → explicit, succession is documenting: “learning journal”, respect individual
learning type, review by SME/expert, planning basis for Linemanager and personal
development
Wiki / Transfer Document /
KM System…
R&D System Management
Phase 3
30. Adaptions of Methodology
Change Management
Manager on Move
Team on Move
Optimized Project
Handover
• Increase “Time to Market” of
keyperson
• Create stability and continuity
in organization
• Realize potential for corporate
development
• Reduce risk due to project
change
• Fasten induction for new PM
or team
• Enable efficient rampup or
rampdown of projects
• Support an enable
reorganizations
• Avoid loss of knowledge due to
organizational changes
• Build up efficient deputies and
support transition of team
32. Coaching: steps to success
Checklist
1–3 months time frame for knowledge transfer (with or without overlap expert-successor)
Awareness of preconditions/starting situation/involved persons
Investment: 3–6 half days for coached methodology
Investment: Silver (CHF 3500.-), Gold (CHF 4500.-), Platinum (CHF 6500.-) Package
Initialization with line manager, expert, successor to clarify situation, scope and concrete next steps
Phase 1: Creation of knowledge map, prioritization of topics
Phase 2: Detail knowledge transfer, additional knowledge map or coaching on demand
Preconditions
Phase 3: Team/individual Wiki or transfer doc
34. Summary
• Maintain efficiency and effectiveness through personnel and organizational
changes
• Keep high quality production standards
• Cost avoidance/increased time to market of CHF 3.08 m in 2013(based on LM
feedbacks)
Service aims to maintain and spread tacit knowledge within the company
• Support manager to identify key knowledge holders and to map their tacit
knowledge while reducing production risks
• Focus on successor to enable a motivating and structured start in new role
• Estimated effort for successor and expert between 2 and 6 half days
• Shorten on-the-job training period of new joiners by an average of 30%
Optimized knowledge transfer is based on 3 distinctive phases
35. Thank You!
DEU www.wissenstransfer.ch www.wissenstransfer.swiss
ENG www.knowledgetransfer.ch www.worksphere-map.org
benno.ackermann@wissenstransfer.ch
Contact / email
