Case Studies | Perspective

How to share process knowledge systematically

systematically sharing knowledge
Tor Christensen
By on 15/02/2019

Knowledge and know-how is a part of every organisation. But how does an organisation systematise it, so it can be used by everyone every time? We have spoken to Rasmus Steen Malmstrøm, COO at Gluu consulting partner Bülow Management, to hear about their experiences with using Gluu with clients.

Bülow Management helps organisations with business development, such as systematising knowledge sharing “We go in and help the organisation to use its know-how and best-practice, so that they can, to even greater extent, ensure a good performance”, as Rasmus expresses it.

In this article, you can read more about the process that Bülow Management goes through with clients to achieve this.

Anchoring knowledge and processes – this is where Gluu makes a difference

Rasmus tells me how they work with the development of procedures, mapping of processes, implementation, and anchoring, in order to make the clients’ knowledge and know-how explicit and usable for the organisation. Here the method with which the client embeds the “new” knowledge and make it accessible, is crucial.

“And this is where Gluu enters the picture,” Rasmus says, and tells me about how Gluu is the critical tool when it comes to systematizing the organisations use of knowledge. Not only when it comes to making know-how and best-practice visible to all, but also to access, maintain, and change it continuously as it translated into practice and when new learning occurs.

“… how you embed that knowledge and make it accessible is crucial.”

Create a clear picture with a tool that creates a clear, common language

What I especially think that Gluu contributed to (the development process, red.), is to create a clearer picture of the concrete implementation and how it is going to happen.”

Rasmus then talks about the importance of organising the company around its best practice and know-how, at the beginning of the development process. And even though you might have a good idea of where you are going, Rasmus adds, then Gluu gives you the opportunity to exemplify and illustrate where you are going to work with your know-how in the future.

That is what is so cool about Gluu, to have decided upon a tool in advance because it simply helps create a clearer language about: Where are we going? Which concrete results are you looking for? It has definitely had great importance and helped our clients to get a clearer picture of what exactly they can expect from our project.

Making goals clearer

Rasmus gives me an example from a kick-off event with a medium sized organisation. Here the goal needed to be clear. And to have visualized it in advance resulted in a much more detailed and specific mindset about how e.g. it could be realised.

…and to have Gluu as a tool is definitely a crucial element when succeeding in the implementation today.

It helped us focus on the communication, on clearer roles and how we could work with the future digitalisation of the organisation.

…And it was certainly because of Gluu.”

The phases in a typical client engagement

Rasmus tells me about their typical client engagement, where they help the organisation through three phases:

1) Clarifying/mapping the current state

2) Developing the future state

3) Implementation

Clarifying/mapping the current state

Where is the company today? Which starting point do we have? Here we speak with key employees. Through meetings and workshops, we clarify how work is done today. These are the tools we use. This is the systems we base our business on, etc. 

This way we help the organisation to a higher understanding of itself. This establishes the basis for what we work with during the development phase. We do this to prioritize where it is most feasible to make improvements.

Developing the future state

In this phase we decide what we should focus on. From here we develop systems, tools and methodologies that work in practice. Through these activities, we also get closer to talking about what we can do to embed this in their day-to-day work during the implementation phase.

Gluu as a tool gives us the opportunity to exemplify and illustrate exactly in which way you are going to work with your know-how in the future.


In this phase we contribute to the training itself. It can both be training in the use of new tools, but it can also be regarding the understanding of the new principles, the business processes that are required, specialized learning in concrete methods, or what else is needed. This can all be part of the implementation process.

In this phase Gluu is used as the platform to achieve the above mentioned.

We don’t just focus on utilizing the new systems and tools, but more to develop the culture for the new way of working. Let’s call it an improvement culture. Here we discuss how you can pause and reflect in everyday situations, and ask – is this good enough, or do we need to improve it?

“Show – don’t tell”

Thank you to Bülow Management and Rasmus Steen Malmstrøm for giving us an insight in how they use Gluu in their different phases of their work.

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