How one architecture and engineering firm does it.

Read the full article at: hbr.org

It can be a common occurrence:

  • Workers leave a company – they retire, get fired or change careers – and take with them the accumulated knowledge gained during years of employment.
  • Lessons learned from implementing a project or initiative are carefully documented in one part of the company but not utilized in other parts.
  • Departments or silos within a company would rather protect their data than share it.

Why do these things occur when it appears they could undermine the health and well-being of a company?   Or, at a minimum, waste valuable resources?  The last sentence in Dorothy Leonard’s article clearly states the long-time problem of transferring knowledge within a business:

“If leaders do not show that knowledge development and preservation is a priority, then they cannot expect that managers lower in the organization will provide the necessary incentives, time, and resources to share, and thus preserve, knowledge across generations, geographies, and corporate silos.”

Developing deep knowledge, it appears, starts at the top.

Contact us and we can help you become more aware of and improve how your organization manages its deep knowledge.