Maier, EdithReimer, UlrichHeisig, PeterOrth, RonaldSchönborn, Jakob MichaelThalmann, Stefan2020-10-052020-10-052020978-3-88579-607-8https://dl.gi.de/handle/20.500.12116/34392The paper discusses the results of extensive interviews to find out if and how companies these days actually manage experience-based knowledge. The study builds on the findings of a previous survey which showed that experience was still considered a valuable resource in times of digital change but rarely managed systematically. Trust and mutual respect as well as good leadership emerge as essential for successfully integrating the exchange and transfer of lessons learned. The good practice examples selected also show that embedding the capture, provision and reuse of knowledge into daily work processes is primarily a question of organizational culture rather than tools. However, the increasing availability of data and process traces as well as advances in text mining and new interface technologies such as voice assistants have given rise to novel solutions that can provide knowledge proactively when- and wherever needed and without requiring additional effort on the part of users.enexperience managementtacit knowledgelessons learnedorganizational culturegood practicelearning organizationprocess-oriented knowledge managementText/Conference Paper1617-5468