Knowledge bases and knowledge sharing software are two distinct tools that can meet common objectives: enabling companies to capitalize on their expertise and optimize their internal processes. Although these two tools have similarities, it's important to understand what differentiates knowledge sharing software from a knowledge base.
A corporate knowledge base is a centralized repository of information organized in a systematic way to provide easy access to existing data and knowledge. It is sometimes referred to as an EDM tool, or Electronic Document Management. The main purpose of a knowledge base is to organize and disseminate structured information to support decision-making and optimize business processes. Knowledge bases are fed by the production of documents written by internal collaborators and by external publications. The information contained in a knowledge base can include procedure manuals, company policies, reports, technical documents and a multitude of other documents, most often in written format (word, pdf, ppt, etc.).
The aim of internal knowledge-sharing software is to enable employees to share their expertise, experience and know-how with other members of the company, without any prior formalization being required. The sharing action may concern existing information or information formalized for the occasion. Knowledge-sharing software enables users to share ideas, experiences and best practices, as well as to ask questions or interact on the basis of shared information. Knowledge sharing software can also integrate search and knowledge organization functionalities, based on the same principles as knowledge bases. Unlike a knowledge base, the information contained in knowledge-sharing software can be more informal and practical, such as ideas, tips, advice and feedback. Also, the information can take a variety of formats, from the written word to videos and quizzes.
Their main objective: to organize knowledge for one or pass it on for the other...
The main purpose of a knowledge base is to provide information to support decision-making and the optimization of business processes. In most cases, this information already exists, before being organized according to a logic defined by the company. It is always possible to add new elements or documents created later.
On the other hand, knowledge-sharing software is designed to enable employees to share their expertise and experience to foster internal collaboration and innovation. Formalizing the targeted knowledge is an integral part of the sharing action, and sometimes includes a validation step. Formalization can be done in writing or via other media (podcasts, videos, etc.).
Their content: rather static for knowledge bases and dynamic for knowledge-sharing software.
The information contained in a knowledge base is mainly static and formal, such as procedure manuals, company policies, reports and reference data. On the other hand, the information contained in knowledge-sharing software can be more dynamic and tacit, i.e. more informal and practical, such as ideas, tips, advice and feedback.
Employee use: readable knowledge base and knowledge sharing for collaboration.
Knowledge bases are used by the vast majority of users in "read-only" mode, for consulting and searching for specific information. Knowledge-sharing software, on the other hand, is used more for collaboration and information exchange between members of the company, which can encourage internal learning and innovation. In this context, the majority of the company's user employees can play an active role in the creation of shared knowledge.
In short, a corporate knowledge base is a structured source of information to support decision-making, while internal knowledge-sharing software enables company members to share their experiences in a variety of contexts, fostering collaboration through transmission action.
The transmission of and access to knowledge within the company is just one example of a wider issue of work organization. The pandemic of the last 3 years has confirmed a profound change in the organization of work, which had already begun a decade earlier. Employers must find solutions to these now normalized situations: greater employee volatility, demands for flex office or management transparency, etc. Komin, like other companies, is innovating to design these solutions. While we help our customers develop their productivity by sharing internal knowledge, Flexteam, for example, simplifies hybrid working and quality of working life (QWL). Proactively supporting these new work trends is an opportunity for companies to adopt a differentiating approach that can help them transform and retain their employees over the long term - major challenges for SMEs, ETIs and large corporations alike.
"With Komin, we have documented our operating procedures 10x faster than with paper"
- J. Cerruti (Methods & Industrialization Manager)
