Our consulting practice focuses on partnering with you wherever you are in the process of developing knowledge sharing practices and on your particular needs. While we have both comprehensive and specialized workshops, we realize these may not meet your exact needs. Tell us how we can help and we will bring the experience of our team to bear on your issues–whether or not the particular situation you face is listed below. We can either guide your employees through the knowledge sharing process or identify, capture and transfer the knowledge for you.
You know you need to protect, retain, and extend the knowledge assets that constitute a large part of your organization's competitive capabilities, but urgent needs are driving out important ones. Let us help you figure out what knowledge needs to be targeted and what potential next steps are. We can save you time and effort because of our experience with this issue and our knowledge of best practices. We can also review your existing processes, such as on-boarding and succession planning, to identify opportunities for integrating knowledge–sharing processes.
Figuring out how to build bench depth in your organization involves more than identifying potential successors to highly skilled and valued experts. Don't wait until the transition is upon you to prepare for it. Thinking ahead is a wise investment; we can suggest ways that experts and potential successors can build knowledge sharing into their daily activities. We can also help you think about how to design your core talent management processes including on-boarding processes to incorporate knowledge sharing.
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Organizations spend millions on due diligence during mergers and acquisitions. But too often the knowledge flows that are essential to realizing value from the process are assumed to occur, with too little attention to planning for them. We can help you identify, capture and transfer essential knowledge.
Knowledge transfer during down-sizing is clearly a very difficult issue. Skilled workers are understandably reluctant to pass along knowledge that will benefit their replacements. However, we have helped organizations do this even when the knowledge was sensitive, critical to operations and irreplaceable. The process has to be handled with tact and care.