Knowledge management in transition: concepts for the future

Knowledge management in the face of demographic change: Innovative concepts for sustainable organisations

Demographic change poses immense challenges for companies. According to forecasts, Germany will face a labour shortage of around 3 million people by 2030 [1]. This brings issues such as knowledge retention, knowledge transfer and qualifications into focus, because the age-related departure of experienced employees threatens not only a loss of human resources but also a loss of strategic substance.

Knowledge management as the key to securing the future

Despite its growing importance, knowledge management is still not systematically practised in many companies. Structured and process-integrated knowledge management often remains underdeveloped in practice, even though numerous projects have clearly demonstrated its advantages [2][3][9]. The need for action is growing in light of several parallel developments that are putting increasing pressure on organisations:

1. Ageing workforce: The proportion of older employees is rising steadily, while at the same time it is becoming increasingly difficult to attract young talent [1].
2. Threat of knowledge loss: With the retirement of the baby boomer generation, there is a risk of a significant loss of experience-based knowledge, which is often implicit and personal [4][5][6].
3. Digitalisation gap: Only around 30 percent of companies use digital methods for knowledge transfer, leaving valuable potential untapped [5].
4. Lack of learning transfer: Knowledge is imparted, but often not applied sustainably in everyday work, which significantly limits the effectiveness of training measures [4][5].

To meet these challenges, promising concepts are crystallising that use both structured approaches and technological support. Let’s take a look at the concepts that offer numerous opportunities to promote knowledge management effectively and efficiently.

The 7-W question concept of knowledge transfer

The 7-W question concept developed by Grames (2020) provides a structured framework for targeted and systematic knowledge transfer in organisations. It is particularly helpful in capturing and passing on experience-based and implicit knowledge in a comprehensible way. The complex process of knowledge transfer is broken down into seven key questions, each of which highlights an essential dimension:

WHY? – Clarify the goal and purpose of knowledge transfer

Why should knowledge be transferred in the first place? What specific goals should be achieved through knowledge transfer, such as training, ensuring process quality or innovation capability? A clear definition of goals provides orientation and helps to focus the transfer on relevant content.

WHAT? – Identify and capture relevant knowledge

What knowledge is actually relevant for transfer? This is not just a matter of facts or processes, but above all of experience, implicit routines, best practices and context-related assessments that are crucial for the execution of a task.

WHO? – Analyse the people involved and their relationships

Who are the key knowledge carriers and recipients? What is their relationship to each other, and what communication channels or roles exist? The social context has a significant influence on how effectively knowledge can be transferred.

HOW? (The German translation is WIE?; that’s why the approach is named the 7-W question concept) – Apply knowledge in practice and make it tangible

How can knowledge be imparted in a practical manner? Implicit knowledge in particular is best passed on through joint tasks, observation, coaching or accompanying reflection. The type of transfer should be tailored to the knowledge in question and the work context.

WHEN? – Time planning and the right point in time

When is the right time for knowledge transfer? What phases are necessary to anchor knowledge in the long term? Timely planning allows for buffers for repetition, feedback and application.

WITH WHAT? – Using tools and aids

What methods, tools or technologies support the transfer? These can be checklists, knowledge maps, digital platforms, video documentation or AI-supported assistance systems. The selection of tools should facilitate and document the transfer.

WHERE? – Understanding the work context and parameters

In what organisational and physical environment does knowledge transfer take place? The context influences how knowledge is applied. It is therefore important to be familiar with the areas of responsibility, parameters and cultural characteristics.

Through this structured approach, the 7-W question concept supports targeted, complete and practical knowledge transfer. It encourages reflection among knowledge carriers, makes it easier for successors to understand and reduces the risk of losing critical knowledge. Especially in the context of demographic change, this approach can help to cushion the departure of experienced employees and ensure that knowledge is retained in the long term.

Process-integrated knowledge management

This concept integrates knowledge management directly into daily work processes [3]. The aim is to continuously generate, secure and distribute knowledge within the team. Integration into existing company processes makes this approach particularly effective.

Instead of viewing knowledge management as a separate task or isolated tool, it becomes an integral part of daily work. The aim is to generate, secure, distribute and apply knowledge where it is needed. This often requires adapting the processes themselves, using supporting technologies and promoting an appropriate working atmosphere.

Process integration makes knowledge management practical and less time-consuming, as it takes place in parallel with the actual value creation. Knowledge is kept up to date and is available in the relevant context, which increases efficiency and reduces errors. Employees can access the information and experience they need more quickly, which speeds up the training of new colleagues and enables better decisions to be made. Continuous maintenance keeps knowledge alive within the company and ensures that it is used more widely.

Combining the two concepts in knowledge management

Combining the 7 W questions with process-integrated knowledge management is particularly effective in meeting the challenges of demographic change:

• The 7 W questions concept provides the strategic framework for targeted knowledge transfer projects, for example when key personnel leave the company [2]. It ensures that experiential knowledge, which is often difficult to grasp, is systematically recorded and passed on.
• Process-integrated knowledge management ensures that the knowledge generated and used in day-to-day business is continuously documented, shared and embedded in processes [3]. This creates a dynamic knowledge base that survives beyond individual employees.

In addition, the combination of both concepts closes the gap between targeted transfer actions and the everyday flow of knowledge.

Passing on implicit knowledge and strengthening self-efficacy

Valuable implicit knowledge, i.e. the knowledge gained through experience that employees are often not directly aware of, is particularly difficult to formalise and pass on [3][6][7]. This is where structured approaches come in. The following approaches can help:

Structured handover through 7-W and process orientation

The 7-W question concept forces departing employees to reflect and helps them to articulate even intangible knowledge, at least in part – especially when it comes to the questions ‘WHAT?’ (relevant knowledge, including experience), ‘HOW?’ (practical application, know-how) and ‘WHERE?’ (context). Combined with a process-oriented approach that includes, for example, a structured induction phase [2][6][8], this creates space for shared experiences and observation (socialisation), which allows implicit knowledge to be transferred even without being fully explained [7].

Strengthening self-efficacy

When knowledge recipients (e.g., successors) gain not only factual knowledge but also applicable practical knowledge and contextual understanding through such a structured process, they can master new tasks more quickly and successfully [6]. These experiences of success are fundamental for building self-efficacy and belief in one’s own ability to overcome challenges [9]. Understanding the ‘HOW’ and “WHY” (often implicitly contained in the ‘WHAT FOR?’) promotes confidence in one’s abilities and motivation to apply what has been learned [9].

The role of AI in increasing knowledge transfer

What role can artificial intelligence (AI) play in knowledge management? AI offers significant potential for improving knowledge and learning transfer and closing the digitalisation gap [4][5]:

• More efficient knowledge management: AI can massively accelerate the capture, organisation, linking and retrieval of knowledge [10][11]. Through semantic search that understands natural language, AI delivers more accurate results than traditional keyword searches [10]. It can also help break down knowledge silos by integrating information from different sources [5][11].
• Support for capturing implicit knowledge: AI tools can, for example, transcribe conversations and interviews as part of knowledge transfer and make them analysable, thereby improving the documentation and accessibility of experience-based knowledge [5].
• Improved learning transfer: AI enables adaptive learning, in which learning content and paths are individually tailored to the knowledge level and needs of learners [4]. AI-based systems such as chatbots or virtual coaches can also provide employees with real-time feedback and support directly as they apply what they have learned in their everyday work [4][5]. This helps to close the gap between theoretical knowledge and practical implementation [4]. AI is available at all times and can help overcome inhibitions about asking questions [11].

Incidentally, although widespread use is still in its infancy, over 80% of companies are convinced that AI will significantly simplify access to knowledge and its distribution [11].

Recommendations for companies

In order to effectively meet the challenges of demographic change, companies are required to strategically embed knowledge management. This requires not only suitable concepts and methods, but also the targeted use of digital technologies and a corporate culture that systematically promotes knowledge sharing and learning. The following recommendations for action highlight key areas in which organisations should take action to secure their knowledge and strengthen their future viability.

Implement systematic knowledge management processes

Companies should establish structured knowledge management processes based on proven concepts such as the 7-W question model and process-integrated knowledge management. These help to identify knowledge in a targeted manner, document it and pass it on effectively between employees. Implicit experience-based knowledge, which is difficult to access and highly personal, can be better secured in this way and made available to future generations [9].

Targeted use of digital technologies and artificial intelligence

The use of modern technologies, especially AI-supported systems, can take knowledge management to a new level. Digital tools enable knowledge to be recorded, organised and distributed more efficiently. Artificial intelligence also provides support through semantic search functions, automatic transcription of experience-based knowledge and adaptive learning systems that respond to the individual needs of employees [11][13][14].

Establish a corporate culture that promotes learning

In order to secure knowledge in the long term, a corporate culture is required that actively supports continuous learning and knowledge exchange. Lifelong learning should not only be understood as an individual goal, but should be anchored as a structural element of the organisation. This requires flexible training opportunities, space for learning and an open culture of error and feedback [4][12].

Promote mentoring and structured handover programmes

Personal exchange between experienced and new employees remains a key lever for successful knowledge transfer. Companies should develop targeted programmes that support this process, for example through tandem models, mentoring, job shadowing or structured induction phases. Such measures enable not only the transfer of explicit knowledge, but also of practical knowledge, routines and contextual understanding [12][13][14].

Strategically anchor knowledge-based personnel development

Personnel development should not only focus on qualifications, but also specifically on knowledge retention and networking. This requires identifying critical knowledge within the company and retaining it in a targeted manner. AI-supported systems can help to recognise existing knowledge gaps or make internal experts visible. This results in targeted, knowledge-based development of the workforce, which not only strengthens individual skills but also increases organisational resilience [4][6].

The successful implementation of these measures requires a combination of a structured approach, technological progress and cultural change. Companies that invest specifically in knowledge management now are laying the foundation for sustainable skills retention, innovation and a resilient organisation in the demographic age.

Conclusion: knowledge management as a strategic response to demographic change

Demographic change is leading to a gradual but serious loss of knowledge in many companies as experienced employees retire and their implicit knowledge is insufficiently documented. Against this backdrop, strategic knowledge management is becoming a key success factor in ensuring long-term capacity to act, innovative strength and competitiveness.

Structured approaches such as the 7-W question concept and process-integrated knowledge management offer practical solutions for systematically capturing knowledge, passing it on and anchoring it sustainably in the organisation. The transfer of experiential knowledge in particular can be effectively supported by targeted reflection, accompanied handover processes and social learning formats. This not only promotes professional training, but also strengthens the self-efficacy of knowledge recipients.

Modern technologies, especially AI-based tools, can complement this process in a meaningful way. They enable faster capture, targeted distribution and individual application of knowledge in everyday work. At the same time, they create new opportunities for adaptive learning and the identification of knowledge gaps or expert potential.

Companies that invest in systematic knowledge management processes today and combine them with digital solutions are laying the foundation for a resilient, adaptive and future-proof organisation. Knowledge is not only preserved, but also made available as the most important resource in times of change.

Notes (mostly in German):

Process-integrated knowledge management is a key focus of Sascha Ruelicke, which has already found its way into the book ‘Praxis der Wirtschaftspsychologie – Band III’. If you would like to discuss knowledge management or other interesting topics related to self-efficacy, the innovation climate in teams or agility in the energy industry, connect with him on LinkedIn.

[1] Destatis: Bevölkerungsvorausberechnung
[2] Patrick Philipp Grames: Wissenstransfer in Organisationen
[3] Sascha Rülicke, Praxis der Wirtschaftspsychologie – Band III: Prozessintegriertes Wissensmanagement – eine Lösung im demographischen Wandel
[4] Wissenschaftsjahr: Künstliche Intelligenz erleichtert Wissenstransfer und -erhalt
[5] Haufe: Tools und KI für den Wissensaustausch
[6] BVMW: Damit das Wissen bleibt
[7] Masterplan: Adaptives Lernen: Was das ist & wie KI dabei unterstützt
[8] Zukunftsmacher: Künstliche Intelligenz unterstützt Transfer in der Weiterbildung
[9] business-wissen: Wissen und Erfahrungen sichern mit Wissensmanagement und Debriefing
[10] Prof. Michael Dick & Theo Wehner: Wissensmanagement zur Einführung: Bedeutung, Definition, Konzepte
[11] Fraunhofer IPK: Leitfaden Wissen erfolgreich bewahren
[12] Karrierehelden Insights: Wie kann man Selbstwirksamkeit fördern?
[13] Business Automatica: KI-basiertes Wissensmanagement im Unternehmen
[14] zweitag: KI im Wissensmanagement – Für mehr Effizienz und Vorsprung

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Sascha Rülicke hat weitere Beiträge im t2informatik Blog veröffentlicht, u. a.: