Transferring knowledge from one generation to another... The American Society of Mechanical Engineers asked us to think about knowledge transfer. ASME has taken note that many member corporations are losing valuable knowledge and expertise as senior engineers and scientists retire. So we thought about this problem, did some research and produced the attached paper as food for thought. We'd like to share it with you here.

1. ASME Knowledge Transfer Initiative
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2. Strategy Studio | ASME | Knowledge Transfer Intiative | 2
TABLE OF CONTENTS
03 Introduction
05 Situation Overview
07 Food for Thought
09 Food for Thought: One – The Barriers to Knowledge Transfer
10 Food for Thought: Two – The Conditions for Success
11 Food for Thought: Three – A Multipronged Approach
16 Food for Thought: Four – A Knowledge Transfer Platform
17 Conclusion

3. Strategy Studio | ASME | Knowledge Transfer Intiative | 3
INTRODUCTION
ASME has asked Strategy Studio to think about knowledge transfer for the ASME engineering
community. It is clear that knowledge transfer is a key business issue today. Major organizations
employ knowledge strategists to help them address the problem of retaining institutional
knowledge. Many companies are faced with this challenge—Westinghouse, Northrup Grumman,
TVA, Boeing and Chevron to name a few. The aging workforce, early retirements and downsizing
have all contributed to the issue of experienced, knowledgeable engineers leaving and taking their
expertise and experience with them. These organizations have created strategies to address the
knowledge issue—hiring back retirees, mentoring programs and on the job training programs, to
name a few.
The problem can be framed by a few questions—how do we harvest the knowledge and expertise
of experienced engineers and share that information with the next generation? How do we inspire
those experienced engineers to share their knowledge? And how do we make that knowledge
accessible for the next generation of engineers?
Strategy Studio has been considering ASME’s knowledge retention and transfer issues and we have
created this document to present some of our initial thoughts. We don’t have all the answers, but
we have identified four areas where further exploration may point to an effective knowledge transfer
initiative. This document is intended to start the discussion. We hope that discussion will lead to
further opportunities to partner with ASME to take the next step on the knowledge transfer journey.

4. Strategy Studio | ASME | Knowledge Transfer Intiative | 4
“ If I have seen farther than others, it is because
I was standing on the shoulders of giants.
”Sir Isaac Newton

5. Strategy Studio | ASME | Knowledge Transfer Intiative | 5
What do you know?
Why do I need or want to know it?
How can it help me?
What’s in it for me?
Why should I tell you what I know?
Engineering professionals are aging out of the workforce. Like many other
organizations, ASME is trying to discover a way to capture meaningful engineering
knowledge and expertise and to make it available for future engineers. This
knowledge resource needs to be dynamic, scalable, accessible, flexible and
meaningful.
SITUATION OVERVIEW

6. Strategy Studio | ASME | Knowledge Transfer Intiative | 6
Knowledge can only be volunteered; it can’t
be mandated or conscripted.
People always know more than they can tell,
and tell more than they can write.
People often seek knowledge only
when they need it.
1
2
3
Research has identified three
fundamental barriers to effective
knowledge transfer.
SITUATION OVERVIEW
Start by considering what we know about
behavior and knowledge sharing:
• Don’t underestimate the power of human nature
• Curiosity can’t be taught
• Solving puzzles is fun for some—but not for all
• Show-offs love to share
• Collecting information is made easier with the
right tools
We’ve used these points to develop our initial thoughts
to approaching the issue of knowledge transfer.
Research taken from LEA: Preserve Enterprise Knowledge, 2010
With these barriers in mind, how do
you create and maintain an effective
knowledge transfer platform?

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The Fable of the Stone Soup:
The story is set in a small French village in the 18th century. Tired
and hungry soldiers approach the villagers for food and a place to
rest. The unknown soldiers frighten the villagers. The villagers hide
their food and inform the soldiers that they do not have a place for
them to sleep.
The soldiers tell the villagers that they will make soup from three
smooth stones. The villagers are excited by this idea and eagerly
help the soldiers gather the pot, water, and stones to make the soup.
When the soldiers hint that a few vegetables will make the soup even
better, the excited villagers run home and return with many of the
vegetables they had previously hidden.
The soldiers and villagers happily enjoy a huge feast together, The
villagers even volunteer to bring meat, bread, and cider to the
feast. After spending the night, the villagers and soldiers say their
good-byes. The end of the story finds the once frightened villagers
thanking the soldiers for having introduced them to stone soup. A
recipe that will be handed down and expanded upon through the
generations.
FOOD FOR THOUGHT
The Stone Soup fable teaches us that a little inventiveness can motivate and
engage reluctant participants to contribute to the benefit of all. It also demonstrates
that the contribution, in this case a stone soup recipe, can be preserved and even
enhanced as it gets passed on to future generations. It is these elements of the
story that make it a good point of reference for our discussions around knowledge
transfer. In this section we provide some food for thought as ASME ponders this
complex challenge.

8. Strategy Studio | ASME | Knowledge Transfer Intiative | 8
FOOD FOR THOUGHT
We have done initial research and thinking on the fundamental issues surrounding
knowledge transfer. We would like to offer some of our initial thinking in a sequential
framework for moving forward. On the following pages you will find an outline of
four areas we have identified as possible topics to explore further. These topics are
intended to lead to further conversation, research and insights.
Listed below are the four areas we would suggest more exploration:
One: The Barriers to Knowledge Transfer
Two: The Conditions for Success
Three: A Multipronged Approach
Four: A Knowledge Transfer Platform

9. Strategy Studio | ASME | Knowledge Transfer Intiative | 9
FOOD FOR THOUGHT: ONE
Exploring the Barriers to Knowledge Transfer
Based on initial research, we have identified three questions that we
believe will allow us to move beyond the current barriers to knowledge
transfer.
Together with ASME, we will conduct research with ASME members and
companies confronting knowledge transfer issues. The purpose of that
research is centered around the three questions found on the right of
this page. We suggest focus groups and interviews with professionals to
learn more about how knowledge and expertise is currently shared and
accessed.
We also suggest conducting research with engineering organizations
that have developed knowledge sharing methodologies to understand
what they’re doing and if it can be leveraged.
The objective of the reserach is to provide the ASME / Strategy Studio
working team with feedback to shape a strategy for moving the initative
forward. Once a strategy is in place, we would collaborate with ASME to
develop concepts and map the findings to the conditions for success.
Strategy Studio®
will explore and define:
What compels one to volunteer
their knowledge and expertise?
What are the ways we can
make contributing easy?
How can we frame the
knowledge for
the greatest utility?

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Identifying Conditions for Success
We suggest developing a criteria model. Once developed, this model
would be used to benchmark concepts, tools and tactics that might be
considered for the initiative.
We have identified the three potential elements integral for gathering
and sharing knowledge and expertise. We have provided our example
of such a model below.
Relevance: The information gathered must
fill a need for specific knowledge.
Accessibility: Information must be easy to contribute
as well as easy to share and use.
Motivation: Develop an incentive to contribute,
such as enjoyment, pride and/or convenience.
Once these elements are identified, they will determine the nexus to
build a knowledge transfer solution that allows users to easily contrib-
ute, access and enhance information.
FOOD FOR THOUGHT: TWO
MOTIVATIONRELE
VANCE ACCESS
IBILITY
R A
M
Nexus for Success

11. Strategy Studio | ASME | Knowledge Transfer Intiative | 11
Applying a Multipronged Approach
People absorb information in different ways. Some are comfortable
exploring their intellectual curiosity on their own. Others prefer to learn
from experts demonstrating new concepts and techniques. Some prefer
to learn visually or through written materials.
The same preferences hold true for those experts with the knowledge.
How they prefer to share their knowledge varies widely. On one end of
the spectrum are the people comfortable in the spotlight, on the other
end of the spectrum are those who prefer to focus on their work with
little interaction with others.
Think about addressing these different styles from different per-
spectives. As an example we suggest the following perspectives;
Storytelling, Learning and Gaming. Each of these perspectives
addresses the various ways of learning and knowledge sharing while
aligning with our stated criteria model. On the following pages, we pro-
vide further thoughts on each perspective and have included specific
tactics that could be used.
FOOD FOR THOUGHT: THREE

12. Strategy Studio | ASME | Knowledge Transfer Intiative | 12
FOOD FOR THOUGHT: THREE
S tor y telli n g
Storytelling is a compelling and familiar way to share information. It allows
for the storyteller’s personality and experience to become part of the story. In
this approach, we suggest using the storytelling method to capture and share
knowledge. This can also allow the storyteller to shine and share their experience
and knowledge in a recognized and respected forum. This approach appeals to
those knowledge-holders who are comfortable in the spotlight.
Storytelling can take many different forms and we have outlined two as food
for thought. Both of these options require specific forums such as interviews,
conferences or town hall type meetings to be effective. We realize there are other
forms of delivery that can also be explored.
Concept 1: Engineering Talks
Using TED Talks as a model, engineers would share their knowledge on a specific topic or project while being
videotaped in front of an audience. The engineer could give the talk himself or with an interviewer facilitating
the discussion. These videos could then be distributed on an ASME site for viewing and reference by members.
Audio recordings and text transcripts will allow for further distribution.
Creating an Engineering Talks type platform is scalable, flexible and accessible to audiences. We realize there are
challenges to this approach, but it’s a proven method of sharing information.
Concept 2: Five Things to Know as an Engineer
This concept aims to make participation and contribution as easy as possible. By providing engineers with a
small number of specific questions, the respondent would provide answers and personal perspectives on an
engineering career thus creating a resource rich in experience.
This information could live on an ASME microsite and include both text and video interviews. Popular
submissions may be flagged for additional contributions by the expert. It might also be turned into a showcase
ASME publication.

13. Strategy Studio | ASME | Knowledge Transfer Intiative | 13
L ear n i n g
This perspective provides a platform for those contributors who prefer a less public
approach to delivering know-how and insights. It also frames the content in a more
formal way for those who respond to continued learning such as the certification
process provides.
This perspective concentrates on collecting information in small and digestible
chunks by keeping the content focused. This allows the content to be easily
incorporated into the application and easily accessible by the audience meeting
our conditions for success.
Once collected, the content could then be organized and tagged by users
inherently looking for common relationships. This data could be used to
dynamically link different contributions based on region, specialty, background,
etc., and become a very robust information archive.
This perspective would employ existing technologies, most open-source, that can
be easily implemented and accessed.
Concept 3: ASME Academy
The success of the Kahn Academy (http://www.khanacademy.org) provides a great model for creating a platform
for knowledge sharing. Its simple use of technology and digestible lessons provide an environment for everyone
to learn on their own at time at their own pace. Working with ASME we would identify critical knowledge topics to
create various “curriculums.” An experienced engineer would then teach the lesson / give a lecture in an online
forum that would be available at any time to ASME members. The ASME Academy would be a “go to” place for
engineers to find information and learn. We would also encourage ASME members to suggest content for the
curriculum.
FOOD FOR THOUGHT: THREE

14. Strategy Studio | ASME | Knowledge Transfer Intiative | 14
G ami n g
Game designer Jane McGonigal PhD, believes games can change the world.
Her research shows that games consistently provide participants with four
ingredients that foster engagement: satisfying work, real hope for success, strong
social connections and a chance to become part of something larger. Imagine
an experience that delivers these ingredients to knowledge transfer by using the
concepts of gaming. That would indeed meet our conditions for success and be a
powerful tool for learning and sharing.
These experiences can be simple engagements using select components and
concepts adapted from gaming. With crafty contexts, existing technology can
be maximized to generate a lot from very little. Or, these experiences can follow
traditional game experiences, pushing the boundaries of interactive technologies.
Of these three perspectives, we feel Gaming may hold the greatest promise. Much
research is now being done on effective ways to engage participants, on all levels of
interaction, through concepts derived from gaming. While we are presenting a couple
of very high tech options, we feel there are untold avenues for exploration around this
perspective in both hi and low tech.
Concept 4: Five Minute Lectures
Time—there’s never enough of it and it’s a great excuse, “I don’t have time.” But who doesn’t have time for a
five minute lecture? A guest engineer would give a five minute lecture on a specific topic, problem or engineering
issue. This type of format has been successful with Ignite Presentations, which provides a forum for people to
present their ideas or “how-to’s” in five minutes—that’s it. (http://igniteshow.com) The five minute lectures would
then be released and shared with ASME members. A digital archive would be created to house the lectures for
future reference.
FOOD FOR THOUGHT: THREE

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Concept 5: ASME Watson Challenge
The ASME Watson Challenge is a spin-off from the IBM Jeopardy! Challenge that introduced Watson to the
general public. By partnering with IBM, ASME could create a challenge designed to push the limits of Watson.
Engineering experts try to outshine the smartest computer in the world using their highly-specialized engineering
knowledge.
This game not only captures vital problem-solving from its participants, but shines a light on the engineering
expertise missing from accessible digital archives. The game may also help the further development of AI
systems that learn from the collective knowledge of contributors.
Concept 6: Inventors and Engineers (SimCity)
This approach is based around the concept of reality simulation games like SimCity/The Sims. Participants
will help their online community survive, and ultimately thrive, by creating engineering mechanisms and
infrastructures that cope with a variety of environmental factors and resource challenges. At a basic level, this
can be conceptualized as a text adventure game. Alternatively, this concept can be made into a robust online
multiplayer game.
This type of collaborative gaming can result in a large amount of “solutions” to be collected while requiring
relatively small contributions from each participant. Also, the group oriented nature of the game allows for
effective self-policing and community content valuation.
FOOD FOR THOUGHT: THREE

16. Strategy Studio | ASME | Knowledge Transfer Intiative | 16
Knowledge Transfer Platform
We suggest ASME think about creating a knowledge transfer platform. The platform
approach would incorporate a number of tools and resources developed to meet the
varied criteria of its users and align with the stated conditions for success.
FOOD FOR THOUGHT: FOUR
This approach presents many advantages:
• Allows ASME to start slowly with minimum investment, one tool
at a time. A concept such as Engineering Talks can be facilitated by ASME
volunteers and is at the lower end of the technology threshold.
• Allows for the development of tools and resources to meet the
varying needs of general audiences—from those that are
passive users to those who are much more engaged.
• Allows technological flexibility in tools and resources while
catering to the needs of groups and/or individuals.
Group Individual
High Tech
Low Tech
input output
input output
inputoutput
inputoutput
1 2
6
4
3
5
1
G A M I N G
Inventors and Engineers (SimCity)
ASME Watson Challenge
L E A R N I N G
ASME Academy
5-Minute Lectures
S T O R Y T E L L I N G
Engineering Talks
Five Things to Know as an Engineer2
3
4 6
5

17. Strategy Studio | ASME | Knowledge Transfer Intiative | 17
1. Conduct research with ASME.
2. Begin to develop concepts that both strategically and tactically align with the
ASME objectives and the key conditions for success.
3. Develop a recommendations document for purposes of evaluating the initiative.
The Knowledge Transfer Intiative presents a very exciting challenge and wonderful
opportunity to collaborate with ASME again. Should ASME want to continue to
explore the Next Steps presented above with Strategy Studio, we will be happy to
provide a detailed proposal to complete the first phase of this project.
Of course, if you have any questions or would like to discuss this document
further, we’d be happy to set up a time to meet.
CONCLUSION
Takeaways:
• Understand the barriers to effective knowledge sharing
• Identify the conditions for success
• Address the initiative from multiple perspectives to engage the widest variety of users
• Gaming concepts offer the most innovative approaches to knowledge transfer
• Knowledge sharing platform provides both strategic and tactical advantages
Next Steps

18. Strategy Studio | ASME | Knowledge Transfer Intiative | 18
“ An investment in knowledge pays the best interest.
“
Benjamin Franklin

19. Strategy Studio | ASME | Knowledge Transfer Intiative | 19
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Strategy Studio is...
a boutique design firm developing visual communi-
cations, interactive experiences and brand strategies
for new products and established brands–from
Fortune 500 companies to non-profit organizations.
Strategy Studio specializes in print and digital
solutions for the healthcare, engineering, technology
and financial services industries.

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