Knowledge Transfer

The more knowledge we can impart on our customers, the better the end result of their project will be

“The biggest challenge for any organisation engaging an “external partner” is the gap between educating and helping our staff upskill, and then those people with the acquired intellectual property and knowledge walking out the door when our project is finished. How do I mitigate against that risk to ensure our people are upskilled and able leverage this new knowledge to help our organisation grow further.  What is reasonable to expect from our partners? What role should they be playing in this?”

Our Knowledge-Sharing Philosophy

Our view is a really simple one. The more knowledge we can impart on our customers, the better the end result of their project will be.  A key strength of IMS is our ability to communicate at all levels of the organisation, from the front-line staff, all the way through to the ‘C’ level. We are highly experienced at engaging with technical and non-technical areas of an organisation and often play the role of “translator”, successfully articulating what is required.

Our ability to communicate comes in all forms, whether in workshops, meetings, one-on-one sessions; then depending on the situation we will adopt the most appropriate medium to do this. In some cases, a written report is in order, while for others, a face-to-face interaction is required. Our consultants have been engaged in many client situations, and depending upon the person(s) we are interacting with, we have developed an insight into where one method is preferred over another for more effective communication.

When we undertake an engagement with a client, we will do so with the best interest of the client in front of mind. As a reflection of the trust that we build up with a number of our clients, we are often placed in the position of being their representative with 3rd party groups. When this does occur, we ensure that we keep the relevant client staff (usually the  project sponsor) briefed with the latest developments through their preferred means (often being an email in combination with a quick call / face-to-face discussion).

A further example of the ability to communicate is when undertaking
 training sessions, or even ongoing skills transfer.

Skills transfer – throughout a project, our consultants will work closely with the client’s internal staff to ensure knowledge transfer of our methods and designs such that the artefacts produced and solution delivered can be owned, managed and supported by the client.

Training – When training is required for customer staff, we either provide training internally by IMS consultants, work with the client’s training team to co-develop / implement, or facilitate certified third-party training to the client staff.

Most of our enterprise and government customers have retained our intellectual property for use as part of their internal methodologies.

Questions You Might Have

  • How do you facilitate knowledge transfer?
  • How do we test to see if knowledge is being transferred?
  • What are the main benefits from successful knowledge transfer?
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Potential realised.