As a knowledge manager you want to translate the potential of knowledge management tools into tangible business results. 
Knowledge management has been AHT's core competence for the last 20 years. The key learnings of the many AHT knowledge management projects have been summarized in a chapter of the book «Wissensmanagement beflügelt» from AKA-Verlag.(in German). 

In November 2017 we have introduced the new 3 Sphere Model for Knowledge Management. It is equaly valid for Innovation Management, Knowledge Management, Design thinking and Agile Collaboration. This model is further developed as new techniques and tools appear. Latest additions are intrinsic learning and elements of beta codex.


The model allows fast clarification of terms and identification of knowledge management issues.

Furthermore, it shows where KM related techniques bring the greatest benefits. This accelerates the understanding when defining outcomes of a knowledge management project. 

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Strategic view

knowledge managerknowledge managerBased on our «Context Tool» we develop concepts for «Knowledge Portals» creating a central place for exchange and intrinsic learning.

knowledge managerknowledge managerAssessments of needs and options for knowledge management strategy based on
KM success logic

knowledge managerknowledge managerNetworked organization - Communities of Practice

research and developmentresearch and developmentInnovative Intranet search, content curation and learning concepts

Process view

knowledge managerknowledge managerProcess visualization for quick identification of context information

knowledge managerknowledge managerKnowledge management process integration into daily business

knowledge managerknowledge managerKnowledge transfer within matrix organizations

knowledge managerknowledge managerSimplification of processes and knowledge maps

knowledge managerknowledge managerITIL v3 Knowledge Management processes and implementation strategy

Project view

knowledge managerknowledge managerProject start-up acceleration workshops

knowledge managerknowledge managerTeam communication improvement workshops

knowledge managerknowledge managerLessons learned workshops

knowledge managerknowledge managerKnowledge maps for mission critical areas, incl. Technology Roadmaps or IT Service Designs (ITIL Knowledge Management)

Collaboration view

knowledge managerknowledge managerSocial collaboration including building communities of practice

knowledge managerknowledge managerIntegrating of
adjuvantive tasks into daily work to increase knowledge managment efficiency

knowledge managerknowledge managerElectronic team collaboration - based on docControll information architecture

knowledge managerknowledge managerUsability and taxonomy improvement

knowledge managerknowledge managerSharing best practices accross organizations

knowledge managerknowledge managerInnovative approaches: Content curation, Scrum, Simulations, Game visualizations and others

KM and collaboration for Start-ups

knowledge managerknowledge managerSynchronization of collaboration and communication in dispersed teams

knowledge managerknowledge managerClarification of the value proposition

knowledge managerknowledge managerVisualization of product and service ideas

knowledge managerknowledge managerDocument management in a virtual environments

knowledge managerknowledge managerHow to manage multi-projects

knowledge managerknowledge managerHow to balance out face-to-face and virtual meetings

knowledge managerknowledge managerEfficient productivity across several sites

The following text is an article published on Linkedin

Knowledge management starts with value

Discussion around knowledge management (KM) unfortunately often center about this or that tool. What is the best tool for knowledge sharing? What is the best knowledge management system? Should we implement design thinking? Which agile method is the best?

After being for more than 20 years in the KM arena, I have seen so many discussions, which all fail to address the main point. And the main point is: What is exactly the additional value we want to get out of our efforts? Or what value we want to to get out of improved and simplified business processes, agile methods, digital transformation, project management etc.? 

It should all really start with identifying the additional value we expect from any type of knowledge management activities. What should a change deliver?

Here are few examples of goals from completed KM projects: 

1. Collaborators can identify the right experts fast in order to receive specific mentoring
2. Projects start faster and at the same time save each project members dozens of working hours 
3. A new business model based on digitalization is developed and accepted
4. Competitor intelligence work is carried out and shared easier than before. Nothing important is forgotten.
5. Unstructured office documents in disorganized shares or SharePoints have to be accessed by new employees efficiently and fast

These goals that stood are the beginning of a KM project lead to the following solutions:

1. Creation of a digital process collaboration portal in the Intranet enabling visual access to experts.
2. Special agile type workshop for a project start-up with 5 facilitation steps for the project team.
3. A series of workshops each with a special design together with a thorough capturing of knowledge during and after the workshop.
4. A unique «Mind Office Knowledge Database» supports triggering and interconnecting information inputs.
5. Advanced Search Tool combining following search methodologies: semantic, facetted, full text, taxonomy and special expressions.

The key point is to clearly separate the desired value and the need from the tool itself. The preoccupation with the tool hinders more than helps the critical thinking about the desired outcome. This is the key success factor for successful improvement initiatives. These and other success factors are the main focus of the roundtables of the Swiss Knowledge Management Forum.