Knowledge Sharing: The hidden force behind high-performing organisations

Y. Anthony Reddy
Public health professional
anthony.naco@gmail.com

“Knowledge is the only asset that grows when shared.”
In today’s fast-changing world, organisations invest heavily in technology, infrastructure, and talent.
Yet one of the most valuable assets they possess often remains underutilised knowledge. Knowledge
residing in people’s experiences, insights, lessons learned, and innovations can significantly improve
organisational performance when shared effectively.
Despite the obvious benefits, many organisations struggle to build a culture where knowledge flows
freely across teams and departments. Having spent 25 years in the development sector, I have been
fortunate to experience both sides of this reality. These experiences have reinforced my belief that
organisational success depends not only on what people know, but also on how willingly and
systematically they share what they know.
When knowledge stays within silos
One organisation I worked with was responsible for implementing a large national programme
aimed at controlling and eliminating an epidemic in India. It had robust systems for planning,
implementation, monitoring, and evaluation. The programme was often recognised as a national
and global best practice.
However, one significant gap limited its potential—there was little culture of knowledge sharing
across departments.
Different divisions operated largely in silos. Valuable research findings and secondary data analyses
generated by the research and information teams were not consistently or promptly shared with
programme implementation teams. As a result, opportunities to translate evidence into action were
frequently delayed or missed altogether.
Timely knowledge sharing could have helped:
 Identify emerging trends much earlier.
 Redirect resources to high-priority geographies.
 Strengthen evidence-based programme decisions.
 Avoid duplication of efforts.
 Accelerate programme outcomes.
I often felt that while we were generating excellent knowledge, we were not fully leveraging it. The
organisation had the information it needed to drive greater impact, but the mechanisms to transfer
and apply that knowledge were weak.
As management thinker Peter Drucker famously said:
“Knowledge has to be improved, challenged, and increased constantly, or it vanishes.”

Knowledge that remains confined within departments rarely creates value. Its true power emerges
only when it is shared and applied.
When knowledge becomes a Culture
In contrast, another organisation I worked with, although much smaller in size excelled in creating a
culture of knowledge sharing and continuous learning.
The organisation had systems and routines that encouraged people from different functions to come
together regularly. Monthly learning sessions provided opportunities for teams to discuss
programme data, emerging challenges, innovations, and lessons learned.
More importantly, knowledge sharing was not limited to senior leaders or technical experts. Every
team member was encouraged to contribute.
Staff members frequently conducted sessions on topics in which they had expertise. These
interactions created a culture where learning was everyone’s responsibility and everyone’s
opportunity.
The benefits were visible:
 Teams were better informed.
 Staff developed broader perspectives beyond their immediate roles.
 Innovative ideas spread faster across the organisation.
 Collaboration improved significantly.
 Employees grew in confidence and competence.
Learning became part of the organisational DNA rather than an occasional activity.
Why Knowledge sharing matters
The Learning Pyramid, often associated with Edgar Dale’s Cone of Experience, suggests that people
tend to retain more knowledge when they actively engage with it through discussion, practice, and
teaching others. We learn best when we actively apply and share what we know. This is why
knowledge sharing is not merely a communication exercise; it is a powerful learning strategy.
When employees teach others:
 They deepen their own understanding.
 They identify gaps in their knowledge.
 They improve their communication skills.
 They help build organisational capability.
Organisations that promote knowledge sharing become learning organisations. Such organisations
adapt faster, innovate more effectively, and respond better to change.
From individual knowledge to organisational intelligence

Many organisations depend heavily on a few key individuals who possess critical institutional
knowledge. This creates significant risk. When experienced employees retire, resign, or move on,
years of valuable knowledge can disappear with them.
Knowledge sharing transforms individual expertise into organisational intelligence. It ensures that
lessons learned from successes and failures become collective assets rather than personal
possessions.
The strongest organisations are not those with the smartest individuals. They are the ones that
consistently convert individual knowledge into collective knowledge.
How organisations can institutionalise knowledge sharing
Building a culture of knowledge sharing requires more than good intentions. It must be embedded
into organisational systems, processes, and everyday behaviours.

1. Leadership must champion Knowledge Sharing

   Culture follows leadership. Leaders should model openness by sharing insights, lessons, successes,

   and failures. When leaders demonstrate a commitment to learning, others are encouraged to do the

   same.

2. Create regular cross-functional learning platforms

   Establish monthly or quarterly forums where teams from different departments can share

   experiences, data, innovations, and lessons learned. Such interactions break down silos and

   strengthen collaboration.

3. Encourage employees to teach and learn

   Provide opportunities for staff to conduct presentations, workshops, or knowledge sessions in their

   areas of expertise. Teaching not only strengthens learning but also builds confidence and

   organisational capability.

4. Recognise and reward Knowledge Sharing

   People value what organisations recognise. Knowledge-sharing contributions should be

   acknowledged through appreciation, recognition programmes, and performance discussions.

5. Promote innovation and idea sharing

   Create channels such as idea boxes, innovation challenges, learning circles, or digital suggestion

   platforms that allow employees at all levels to contribute ideas and solutions.

6. Strengthen mentoring and knowledge transfer

Pair experienced professionals with new employees through mentoring or buddy systems. This helps
transfer institutional knowledge, supports professional growth, and reinforces organisational
culture.

7. Capture and document lessons learned

   Conduct After-Action Reviews (AARs) after major projects, events, or interventions. Reflecting on

   what worked, what didn’t, and what can be improved helps prevent repeating mistakes and

   promotes continuous improvement.

8. Build knowledge repositories and communities of practice

   Create accessible repositories for reports, case studies, tools, and best practices. Complement these

   with communities of practice where employees with common interests can exchange ideas and

   solve problems collectively.

9. Foster psychological safety and open communication

   People share knowledge when they feel safe to ask questions, express opinions, and admit mistakes.

   Organisations must cultivate an environment where learning is valued more than appearing right.

10. Make learning part of everyday work

    Learning should not be treated as an additional activity. Allocate dedicated time for reflection,

    storytelling, knowledge sharing, and learning discussions within regular meetings and workflows.

    Technology platforms can further support continuous collaboration across teams.

    Revised Closing

    As philosopher Francis Bacon famously observed:

    “Knowledge itself is power.” In today’s interconnected world, however, a more appropriate

    statement may be:

    “Shared knowledge is collective power.”

    Organisations that institutionalise knowledge sharing are better equipped to innovate, adapt, and

    achieve lasting impact. They build stronger teams, make better decisions, and preserve valuable

    institutional memory. Ultimately, organisational growth is not determined by how much knowledge

    people possess, but by how effectively they share and apply it. After all, organisations do not grow

    because people know more; they grow because people share more.