Case Studies

Innovation and Change Management

Nike’s footwear division needed manufacturers in 4 Asian regions to take on new skills to speed product development, freeing key footwear developers to work on more innovative, next-generation products.

By analyzing job roles (knowledge silos) and creating a single “world standard” for tasks moved from one role to another, Nike now has a stable framework in place to ensure global developer consistency, reduce risk of losing key skills, and engage employees in catching inefficiencies and increasing innovation.
Knowledge Transfer for Aging, Retired, or Contract Individuals

A major insurance company needed to reduce its reliance on individuals with unique critical knowledge and quickly train and cross-train peers and back-ups. The company was at high risk of losing experienced employees, due to retirements and sudden or planned departures. Too much business-critical knowledge was siloed in outside contractors, including at times in a single outside professional.

The insurance company was at risk of having critical knowledge walk out the door, and needed a quick response. Through the fast and efficient 3-step process, the client company measurably saved on direct costs—for example, the high costs of hiring back retired experts as contractors, and significantly reduced risk of lost knowledge.
Growing Human Capital During “Brain Drain”

Organizations today are faced with some of the greatest workforce challenges in history: demographic shifts, talent shortages and the resulting ‘brain drain’, as more than one third of the US workforce prepares to retire; taking with them talent and critical institutional knowledge. On average, this generation of workers has been in the workforce longer than previous generations, and has worked for their employer longer than those who follow.

Basys, a software company founded in 1977 and specializing in health and retirement benefits administration, proactively addressed the mounting risk of managing talent and preparing the next generation of employees by launching strategic Knowledge Transfer initiatives.
Reducing Ramp-up to Productivity

A major steel manufacturer needed a new and sustainable training approach that would prepare its accounting team to close their monthly accounting books within 7 days. Yet critical ERP knowledge was siloed in just a few company experts.

The manufacturer needed a simple, disciplined training alternative to the “one size fits all” classroom model—and tools that would teach non-teachers how to train their peers, increase knowledge retention, and enable rapid knowledge transfer in palatable doses. By the end of the first month using the 3-step Knowledge Transfer Solution, the ERP rollout time was reduced from 28 days to 7.5 days, and by project end averaged 5 days. Additionally, the tools learned remain useful for hiring, onboarding, continuing staff development, and preparing future mentors.
Increasing Productivity

A major Fortune 500 software developer struggled with consistency between the work of its India-based team and its U.S. headquarters team.

Traditional in-class training was inefficient and highly costly due to travel costs, so The Steve Trautman Co. implemented its on-the-job Knowledge Transfer Solution across the two teams remotely, and now both teams are ramping up more quickly, more consistently, and completing more work with fewer technical writers.
Consistency with Outsource Partners

A Fortune 1000 insurance company contracted out its IT work to an India-based outsource partner, but after two years spent communicating what needed to be done, the insurer was still not getting the output and consistency needed from the IT vendor.

The Steve Trautman Co. implemented its repeatable and measurable knowledge transfer methodology, enabling the insurer to provide their outsource partner with clearer job expectations and a consistent level of training for the partner’s resources. The insurer was then able to hold their outsource partner accountable to set standards for an active resource’s skills, regardless of the vendor’s turnover rate.
Knowledge Transfer for Retiring Engineers

The SONGS nuclear generating station was facing 60% loss of its engineering workforce due to retirement, without sufficient talent designated to take over the work.

By implementing the 3-step Knowledge Transfer Solution, the facility analyzed and tracked over 350 knowledge silos and created over 100 Skill Development Plans to ensure the next generation of engineers is identified, mapped, and progressing towards proficiency. Ramp-up speed to full productivity increased 50% site-wide.