Moving what one person knows.
WHY IT MATTERS
Businesses depend on knowledge held by individuals, and it leaves when they do.
WHAT KNOWLEDGE IS AT RISK
How things are actually done Customer history and preferences Supplier arrangements and contacts Workarounds and fixes Why decisions were made System access and configuration
WHY WORKAROUNDS SPECIFICALLY
They exist only in people's heads and nothing works without them.
WHAT TO IDENTIFY
What only one person knows.
HOW
Ask what would be difficult if each person were absent for a month.
WHAT TO DO ABOUT IT
Transfer it, deliberately, before departure.
WHAT TRANSFER REQUIRES
Time allocated Someone receiving it Documentation of what can be documented Practice by the receiver
WHY PRACTICE
Being told is not the same as being able to do.
WHAT TO DO WHEN SOMEONE RESIGNS
Begin transfer immediately.
WHY IMMEDIATELY
The notice period is the only opportunity.
WHAT TO PRIORITISE
Anything that would stop operations Anything with a deadline Relationships
WHAT TO ARRANGE
The departing person working alongside their replacement.
WHAT TO DOCUMENT
Tasks, contacts, passwords and access, current status of work.
WHY STATUS OF WORK
Half-finished matters are where handovers fail.
WHAT TO AVOID
Leaving handover to the final day.
WHAT TO ESTABLISH ONGOING
That documentation happens as work is done, not only at departure.
WHY
Departures are frequently abrupt.
