A briefing on knowledge transfers
Volkswagen Organisation Development
Change Management
Knowledge management – a
prerequisite for success
The department head is moving to a different division. This highly capable colleague of ours, who
was always there to provide help and support and had contacts throughout the Group, will be
retiring after working for 35 years. An employee who is an expert in his field is leaving the team
to go abroad. Valuable knowledge is lost each time an employee moves on. This should not be the
case. The solution to such a situation is to organise knowledge transfer via professional knowledge
management.
Knowledge management involves apportioning a certain degree of significance to handling the
valuable resource that is the employee’s knowledge and expertise, and organising any changes in the
employee situation within the company in a professional manner. Knowledge is a key factor for
success and makes a huge contribution to the competitiveness of any company. It is stored in the
minds of the company’s employees rather than any kind of database. Knowledge gained via processes
and courses of action is linked with individuals’ personal experiences and other valuable details
gained, for example, through interaction with customers and networks.
For many years, experienced advisors working for Volkswagen Change Management have provided
assistance during situations involving changes in employee ranks at both Volkswagen and external
companies. Using a combination of effective methods and tools tailored to meet the requirements of
the situation at hand, we are more than willing to assist you too: we can provide structure to your
unique situation and ensure that knowledge, whether based on experience, specialism, project or
managerial skills, is transferred as effectively as possible.
“Knowledge is always
found
between people,
not on
hard drives”
Leif Edvinsson 2003
Date: 16.04.2013
Change Management
Knowledge management – a
prerequisite for success
The benefits for you and your organisation are numerous:
Guaranteeing the unique knowledge of experienced employees
Ensuring the smooth handover of tasks
Preserving best practices
Avoiding errors and the duplication of work
Discovering potential for synergies
Optimising change in an intercultural context
The individual expertise of your company’s employees is the key investment for your future.
Do not risk losing it. We will help you to safeguard your knowledge.
Knowledge
“A large amount of expert
knowledge is lost during instances
of change”
Knowledge on a particular topic documented to date
Time
Time saved = costs
saved
Date: 16.04.2013
Change Management
Knowledge transfer in case of
a change in management
Knowledge transfer in case of a change in management is a method for transferring
the practical knowledge of managerial employees who are due to retire or relinquish their position
to a successor. Personal knowledge is collated during semi-structured interviews
and transferred between the predecessor and successor via moderated
transfer discussions. This “transition workshop” also works as a catalyst for the
new managerial staff and its employees, and fosters a sense of clarity and trust in
dealing with one another.
The knowledge transfer provides staff with orientation and structure when taking over a new position,
as it allows background and practical knowledge to be systematically collated. The structured
approach and qualified support offer an essential contribution towards making a quick and
successful transition to the new managerial role. Two aspects are of key importance
in this: firstly, the personal dialogue between the predecessor and their successor;
secondly, the clarification of expectations and objectives between the new manager
and their supervisors. The employees can also be integrated at certain sections
of the transfer process.
Target groups:
Top management
Management
Topics:
Implicit background and experience-based knowledge of, for example, key tasks and personnel, networks,
cultural issues and so on.
Methods:
Knowledge maps, check lists and discussion guidelines
Interview techniques
Date: 16.04.2013
Change Management
Knowledge transfer in case of
a change of experts
The knowledge transfer in case of a change of experts ensures that the specific expertise
of retiring experts is passed on. The focus here lies on the direct transfer of knowledge between two
experts: the predecessor and the successor.
The knowledge transfer involving a change of experts serves to provide the successor with an
overview of the new specialist areas and topics that they will be taking over. The relevant knowledge
retained by the predecessor will be collated in a structured manner and systematically transferred to
the successor via moderated sessions.
Target groups:
Experts with unique skills/knowledge
Management
Topics:
Knowledge about processes, interfaces and networks
Course of action for prioritising, decision-making and problem-solving
Evaluation of information
Methods:
Clarification of motivation
Creation of knowledge maps
Implementation of moderated transfer discussions
Date: 16.04.2013
Change Management
Experts in motion
The current restructuring of the workforce has shown that there is often no direct successor
at the expert level. “Experts in motion” is a method which minimises the loss of knowledge incurred by
the organisation and the company when experts retire, even if no direct successor is to be put in place.
Changing the situation so that several experts retain knowledge instead of just one is of key importance,
as this can have repercussions on the entire organisational unit (e.g. reorganisation of the department
after a change of experts or the expansion of tasks by taking on the subsidiary tasks of the expert due to
retire).
“Experts in motion” consists of a one-day “movement workshop” and
moderated knowledge transfer discussions (if required).
Target groups:
Experts with unique skills/knowledge
Management
Topics:
Redistribution of tasks as part of knowledge management
Preservation of ability to work and quality of work despite the impending loss of knowledge
Methods:
Moderation of the workshop
Creation of knowledge maps
Implementation of moderated transfer discussions
Date: 16.04.2013
Change Management
Train the trainer – training for knowledge
transfers involving a change in
management and experts
Training to independently implement knowledge transfers
This training gives employees the ability to implement knowledge transfers independently. They immediately
receive useful practical knowledge and take part in interactive exercises at work in order to learn approaches
which they can implement. By doing so, your employees receive important expertise which they can use to
support various situations such as job rotations, restructuring and changes in personnel in a professional
manner. If necessary, an advisory session could take place at your company In order to deal with issues
such as the recruitment of suitable employees for making all organisational arrangements relating to the
knowledge transfer, etc.
Target groups:
Personnel officers and employee development specialists
Content of the “train the trainer” concept:
(This content is tailored to fit your individual requirements)
Procuring basic knowledge for the purpose of knowledge management
Testing the approaches to knowledge transfer
Applying these methods to collate and transfer knowledge
Guiding the process as a means of implementing knowledge transfers independently
within the organisation
Methods:
Creation of knowledge maps via check lists
Moderation of transfer discussions
Structuring of transfer discussions via interview guidelines
Acquisition of constructive questioning techniques
Date: 16.04.2013
Change Management
Project debriefing
The systematic evaluation of projects is of key importance to project debriefings.
Every project comprises successes, challenges and critical situations. These practical experiences
are highly important for subsequent projects: they contribute to preventing similar errors in the future,
and comparable successes can be carried over.
This is where project debriefing comes in:
it helps participants to review the complete project trajectory and safeguards the relevant knowledge
for subsequent projects.
Target groups:
Project manager
Project teams
Project client
Topics:
Assembling and analysing lessons learned with regard to utilisation of resources, decision-making,
achievement of objectives, cooperation, etc.
Secrets of success in the project
Challenges and critical situations
Ideas for future projects
Methods:
Knowledge maps
Check lists
Discussion guidelines
Moderated discussions between project managers and project teams
Storytelling
(Storytelling is a special, non-technical method which can be used during the project debriefing phase
as a means of collating and evaluating experiences. Telling one’s story is intended as a means of
addressing the emotional side of the experience, thereby making complex connections and behind-thescenes aspects evident).
Date: 16.04.2013
Change Management
Knowledge transfer customers
Our advisory team has experience gained from national and international projects that we have carried
out both within the VW Group and at other companies in various branches of industry.
Typical customers within the Volkswagen Group:
Volkswagen brand:
Procurement, Group Audit, Production Management, Trade Fair Construction, Quality Assurance,
Group Organisation and IT, Group Research, Group Communications, Production, Service Division,
Development, Human Resources, Financial Services, Service Unit...
Financial Services AG/VW Bank
AutoEuropa (ATEC), Portugal
VW Immobilien
VW Transport
Quality Assurance Beijing, China
VW de México
Human Resources SEAT, Spain
Volkswagen Motor Polska Sp. z o. o.
Volkswagen UK Ltd.
Typical external customers:
Fraport AG
Boehringer Ingelheim Pharma GmbH & Co.KG
Braunschweig city council
Voest alpine Stahl GmbH
T-Systems Business Services GmbH
Wacker Chemie AG
Date: 16.04.2013
Change Management
Customer testimonials
“Overall I would recommend the knowledge transfer involving a change in management:
the structure was extremely helpful and helped prevent anything important from becoming lost during
the transition.”
“Even though we are both above average when it comes to operating on a “human level”, the transfer
process was still of great value to us. The process imparts a certain degree of added value in dealing
with one another.”
“I gained a training period of one year thanks to the knowledge transfer.”
“I have never experienced such a smooth change before.”
“The knowledge transfer process provides security when it comes to taking on new tasks as it allows
important information to be systematically complied. The transition workshop forms an ideal bridge for
operative initiation.”
“The structure of the knowledge transfer is an extremely helpful way of staying focused on the
essential issues of the transfer, even if little time is available.”
“The transition workshop part of the knowledge transfer was the most valuable aspect of the change in
management.”
“For the person(s) taking on the knowledge, it is exceptionally helpful to formulate questions with a
“neutral” person.”
“The qualified support, structured course of action and objective line of questioning all offered an
essential contribution towards making a quick and successful transition to the new expert and
managerial roles.”
Date: 16.04.2013
Change Management
Contact
Bernd Ihnken
Volkswagen Change Management
Brieffach 011/1898
38436 Wolfsburg
mailto:bernd.ihnken@volkswagen.de
Date: 16.04.2013
Change Management