development: knowledge transfer from the headquarters to the global
Up to now, a global corporation has been offering its services
for technical systems from its European headquarters. Accordingly,
the entire experience and knowledge was concentrated in Europe.
Now the services are to be provided from globally distributed
regional bases. This first requires a knowledge transfer to the
outliers. Technically, there are no problems, the staff of the
new bases is motivated to educate and distinguish itself.
The experience and knowledge lies within the workforce and archives
/ databases of the headquarters. In addition to explicit knowledge,
as much experience (tacit knowledge) as possible should be transferred
to the bases as well. For the employees of the HQ, this knowledge
transfer means a loss of power and influence. Fears and negative
feelings toward the "strangers" surface. The new bases
are located in different cultural regions. Divergent value systems
and differing learning behavior collide.
Our services: Design and implementation of systems
and measures that promote the transfer of knowledge and motivation
from the staff of the European headquarters. Emphasis shift from
"knowledge transfer from A to B" to "conception
of an international, integrated knowledge exchange and extension
system". Introduction of training systems that take into
account different cultures of learning. Teach intercultural competence
to the trainers. Empower employees to cooperate inter-culturally
in the global service network.
Knowledge exchange is optimized. Fear and resistance in headquarter
employees is alleviated. They perceive new opportunities, which
increases their motivation and commitment. "knowledge drain"
is counteracted. Opposition to change is reduced, tolerance increased.