Management Summary

The objective of the diploma thesis is to identify Knowledge Transfer key indicators as part of overall Knowledge Management, and to apply them in practice within existing organisations.

Two key indicators are addressed (see figure below):

• What is the optimum time spent for Knowledge Transfer as a share of the overall working time?
• Which are the most relevant Knowledge Transfer activities at the optimum?

Figure: Knowledge Transfer Key Indicators

A pragmatic approach was chosen: First, a survey was set up to provide quantitative and qualitative data about optimal Knowledge Transfer. The existing KnowledgeSource model was chosen as the basis for the survey. The survey was then conducted in three different organisations:

• UBS Switzerland, IT Process Management (UBS)
• JDS Uniphase Switzerland (JDSU)
• Social Department Zurich (SD)

Beside the key indicators of Knowledge Transfer, other facilitating and inhibiting factors were addressed as well. The survey’s findings are backed by interviews with members of the organisations.

To summarise, there is a general awareness about the importance of Knowledge Transfer. However, most participants have difficulties imagining how to apply Knowledge Transfer to their daily work. Interestingly, participants asked for less technical tools – specifically e-mail and intranet – but for more person-to-person contacts. Organisational culture and communication openness are considered important Knowledge Transfer success components. Different organisational forms encounter different challenges:

• In a large company (UBS), a high number of organisational barriers through hierarchical levels can inhibit Knowledge Transfer.
• A rapidly growing company (JDSU) has difficulties in establishing an effective organisation sufficiently, both mentally and organisationally.
• A civil service organisation (SD) which is not used to major changes can barely initiate them properly.

Second, Knowledge Transfer improvements must push for two aims:

• For short-term success, simple steps must be initiated quickly. The best way is a campaign that promotes small measures, which can be applied to daily work.
• Long lasting success requires cultural change. This is achieved by making Knowledge Transfer part of the strategy and the organisation. It is crucial to live the idea, not the letter; thus an active Knowledge Transfer community is much better than a central organisation.

To make Knowledge Transfer an ongoing success, it is highly recommended to continuously apply and measure the key indicators beyond the diploma thesis.

21.01.2001