One principle that I always try enstill in organizations is what I tend to call “knowledge portability”…the ease by which knowledge moves through the organization. While any healthy organization seeks to avoid knowledge siloes, I find the above term as a nice framing for some prospective issues with more common phrases.
Knowledge transfer is likely the most glaringly problematic but typically essential concept; this typically reflects that the organization is dodging buses and there is knowledge that is held within heads that are thankfully being made less available due to more controlled and less violent transitions.
Similar concerns may arise with knowledge sharing depending on how its done; if it’s a regular enough practice then you may end up with a high enough bus factor that this can amount to tribal knowledge where those in the know at least know whom to ask…but without more durable capturing and distillation this is at best likely to lead to high onboarding overhead and atrophy over time.
Knowledge bases and other forms of capture are certainly good things to have, so long as the information is discoverable and digestible. Challenges with many such systems is not having a clear audience or relationship with other sources of information.
To be clear, all of the above can be very useful approaches but should consistently guaged in terms of the larger question of how freely knowledge flows through an organization; how can different people be empowered with different types of information. Addressing this is by no means a simple endeavor but should be given significant amounts of ongoing attention rather than settling on any particular state especially when considering different people’s preferences and learning styles. This is essential for scalable organizational resilience.