Knowledge bases and knowledge-sharing software are two distinct tools that can meet common goals: enable companies to capitalize on their expertise and optimize their internal processes. While these two tools have similarities, it's important to understand what differentiates knowledge-sharing software from a knowledge base.
A business knowledge base is a centralized repository of information organized in a systematic manner to allow easy access to existing data and knowledge. We sometimes talk about EDM tools, or Electronic Document Management. The main purpose of a knowledge base is to organize and disseminate structured information to support decision-making and the optimization of a company's processes. The knowledge bases are fed by the production of documents written by internal collaborators and by external publications. The information in a knowledge base can include procedure manuals, corporate policies, reports, technical documents, and a multitude of documents, most often in a written format (word, pdf, ppt, etc.).
One internal knowledge sharing software aims to allow employees to share their expertise, experiences 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 allows users to share ideas, experiences, and best practices, such as asking questions or interacting based on 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 in knowledge-sharing software can be more informal and practical, such as ideas, tips, advice, and feedback. Also, information can be presented in various formats, from writing to videos to quizzes.
Their main objective: to organize knowledge for one or to transmit for the other..
The main purpose of a knowledge base is to provide information to support decision-making and the optimization of a company's processes. This information most often pre-exists, before being organized according to a logic defined by the company. It is always possible to add new elements or documents created late.
On the other hand, knowledge-sharing software is designed to allow employees to share expertise and experience to foster internal collaboration and innovation. The formalization of the targeted knowledge is an integral part of the sharing action, and sometimes includes a validation stage. 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 in a knowledge base is mostly static and formal, such as procedure manuals, business policies, reports, and reference data. On the other hand, the information in knowledge-sharing software can be more dynamic and tacit, that is, more informal and practical, such as ideas, tips, advice, and feedback.
Use by collaborators: reading knowledge base and knowledge sharing to collaborate.
Knowledge bases are used by the vast majority of users in “read-only” mode, to consult and search for specific information. Knowledge-sharing software is being used more for collaboration and information exchange between company members, which can promote internal learning and innovation. In this context, the majority of employees who are users of the company can have an active role in creating shared knowledge.
In summary, a corporate knowledge base is a structured source of information to support decision-making, while internal knowledge-sharing software allows company members to share their experiences in various contexts, to promote collaboration through transmission action.
The transmission and access to knowledge in the company is only one example among a wider problem of work organization. The pandemic of the last 3 years confirmed a profound change in work organization that had already begun a decade earlier. Employers must find solutions to these now normalized situations: greater employee volatility, demands for flex office or transparency in management, etc. Komin, like other companies, are innovating to design these solutions. If we help our customers to develop their productivity by sharing internal knowledge, Flexteam simplifies hybrid work and quality of life at work (QWL), for example. 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 companies.
“With Komin, we documented our operating procedures 10x faster than with paper”
- J. Cerruti (Methods & Industrialization Manager)
