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In this episode, Li Meng, Knowledge Management Director of Joyvio Group, joins us as Cheese Officer to share how Joyvio Group leverages knowledge management to strengthen the “core knowledge competitiveness” of the group and each business segment, break down information barriers between and within departments, and build an evolving organization.🌟 Related industries: Internet, Finance, Food

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🧀 Live recap

View the attachment “Unlocking knowledge productivity to accelerate organizational innovation | Cheese Officer Live.mov” in DingTalk Docs.

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🧀 About the Cheese Officer

Hi everyone, I’m Li Meng, and I currently lead knowledge management at Joyvio Group. Before joining Joyvio, I was in charge of operations management for Dedao Advanced School and enterprise services at the Dedao app. From lifelong learning for individuals to organizational learning, and further to organizational knowledge management, on the surface I have always dealt with “knowledge”. But in reality, as knowledge managers, what we truly engage with is the “people” and “scenarios” behind knowledge — the demand for knowledge application from individuals, teams, and organizations. For me, the rewarding part of knowledge management lies in finding the scenarios that connect knowledge with people, and continuously unlocking the knowledge productivity of the enterprise through a “tool-based” approach.

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🧀 About Joyvio Group

Founded in 2012, Joyvio Group Co., Ltd. is a leading modern agriculture and food industry group in China. Joyvio is committed to integrating high-quality resources, raising industry standards, leading modernization with advanced industries, and championing high-quality living through healthy eating. The group provides consumers with safe, premium agricultural and food products, and leads and drives the development of modern agriculture and the food industry in China.
Learn more about Joyvio: http://www.joyvio.com/xwdt

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🧀 Why does Joyvio Group invest in knowledge management?

I believe many enterprises consider knowledge management extremely important, but the challenge is not knowing where to start. Our department is called the Knowledge and Digitalization Center — as you can see, we place knowledge in an even more important position than digitalization. Joyvio’s motivation for knowledge management stems mainly from two considerations:
  • First, Joyvio believes that knowledge management helps systematize enterprise knowledge.
Joyvio Group places great emphasis on a culture of retrospectives, viewing them as both a summary of experience and a way to pass on knowledge. The enterprise knowledge cycle includes different stages — knowledge production, accumulation, and dissemination. Knowledge management helps systematize enterprise knowledge, which is why Joyvio holds it in such high regard.
  • Second, we hope that employee experience can be passed down as knowledge and reused in actual business operations.
Joyvio operates in the agri-food industry. Unlike internet companies, much of the industry knowledge and experience here is non-standard and cannot always be fully captured through technology. A significant amount of expertise lies in the hands of frontline staff. In this context, we pay particular attention to converting knowledge and passing on experience. We want our experience to be preserved so that knowledge can be continuously reused in practice. This is Joyvio’s starting point for knowledge management.
Cheese Officer quote: For enterprises, knowledge management should not be an “icing on the cake” effort — it is something every enterprise should prioritize right now.

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🧀 What is Joyvio Group’s knowledge management philosophy?

  • Preserve the enterprise’s knowledge assets to the greatest extent possible.
Regardless of the broader economic climate, every enterprise experiences employee turnover. Joyvio Group may look like a labor-intensive industry, but it isn’t. Especially at the management level, one person often functions as an entire combat unit. Once someone leaves a role, if their experience has not been passed down, it disappears — and with it, productivity. This has a very high cost impact on the enterprise. Through knowledge management, by passing on experience and accumulating knowledge, we are essentially unlocking the enterprise’s knowledge productivity.
  • Make employee value visible — and amplifiable.
We want employees’ experience to be seen across the organization, so that their value can be amplified during their work. On the one hand, employee experience becomes the enterprise’s knowledge asset. On the other hand, when the value of knowledge they produce is recognized, employees gain greater growth opportunities within the enterprise.
Cheese Officer quote: Knowledge management unlocks the enterprise’s knowledge productivity.

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🧀 Joyvio Group’s knowledge management methodology

  • Enterprise knowledge management model
Knowledge is refined and accumulated layer by layer across “Individual – Team – Company / Inter-company – Industry”. Throughout this process, tacit knowledge is continuously externalized into explicit knowledge, gradually increasing knowledge value. At the same time, company-level and team-level knowledge flows back to individual employees, enabling knowledge transmission and employee growth.
Cheese Officer quote: Department-level knowledge management is the key pivot for enterprises to do knowledge management well.
  • Employee knowledge management model: Knowledge management capability and business decision-making capability built on input and output.
Cheese Officer quote: It’s not that enterprises lack knowledge — it’s that knowledge is held by a few, while many others don’t know how to access it. Knowledge management helps employees access this knowledge for continuous learning.

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🧀 How it works in practice: case study sharing

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Case study 1: Assess the knowledge management maturity of each department

Knowledge asset assessment model:
  • File volume: Basic profile of file quantity
  • Structuring: Governance structure of knowledge assets
  • Usage habits: How knowledge assets are managed
  • Online collaboration: How knowledge creation is collaborated on
  • External knowledge output: Proactive awareness of knowledge sharing
Conduct surveys and scoring
  • First, by establishing a knowledge asset assessment model, knowledge management becomes measurable. Based on this, a set of behavioral surveys is designed and rolled out across the entire enterprise. The results form a five-quadrant radar for each department, giving us a broad understanding of the knowledge management level of each department and the company overall.
  • The surveys revealed several insights:
    • Within the organization, employees care most about the group’s various businesses (because the company operates across many diverse areas), and want open, shared channels to learn about them — including introductions, core methodologies, and future strategies for each business.
    • Employees in this industry have an ongoing need for continuous learning and growth. Industry knowledge cannot be provided solely through HR training; it resides within each department. Therefore, knowledge building requires proactive contribution from every department.

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Case study 2: Roll out a departmental knowledge management framework to guide each department in consciously accumulating knowledge

Strategy:Standardize the knowledge governance structure of each department.Cultivate “Kmers” within each department (Knowledge Management liaisons, similar to Knowledge Management Officers) to lead departmental knowledge management.Foster employees’ habit of online collaboration.Consciously accumulate internal SOPs and solutions within each department.Share and output professional capabilities and external information (such as industry knowledge) outside the department.

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Case study 3: Aggregate core enterprise knowledge from departmental knowledge and build platforms to enable the flow and reach of enterprise knowledge

Strategy:
  • Build a “knowledge-sharing platform powered by the Knowledge Base, and a digital operations platform powered by the company-wide Circle” to improve organizational information transparency, accelerate the sharing of internal achievements, broaden employees’ industry and cross-disciplinary perspectives, enhance their cross-role professional awareness, accumulate the organization’s core knowledge assets, and support organizational evolution.
Three publicly accessible company Knowledge Bases:
  • Joyvio Vision (trends, industry research)
  • Joyvio Business (business introductions, plans, and achievements)
  • Joyvio Capability (document templates, general capability training, professional capability training, management capability training)
Cheese Officer quote: Two key directions for company-level knowledge management: improving organizational information transparency and continuously enhancing employee professionalism.

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Case study 4: Group-level knowledge distribution map

Cheese Officer quote: We believe knowledge management is not knowledge production. Knowledge management is about using tools to build a framework, mobilize more people to participate, and make knowledge sharing run better.

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🧀 Recap: Top 10 quotes from the Cheese Officer

For enterprises, knowledge management should not be an “icing on the cake” effort — it is something every enterprise should prioritize right now.In the past, people were used to recording knowledge in local files. The first key to doing enterprise knowledge management well is how to transform the vast amount of local files employees create — i.e., personal knowledge — into team knowledge and ultimately enterprise knowledge assets.The key to team knowledge is making tacit knowledge explicit.At the company level, knowledge management focuses more on core methodologies. At Joyvio, we emphasize two core methodologies: project management and retrospectives.Department-level knowledge management is the key pivot for enterprises to do knowledge management well.Employee knowledge management perspective: Knowledge management capability and business decision-making capability built on “input” and “output”.It’s not that enterprises lack knowledge — it’s that knowledge is held by a few, while many others don’t know how to access it. Knowledge management helps employees access this knowledge for continuous learning.Company-level knowledge management focuses on two directions: improving organizational information transparency and continuously enhancing employee professionalism.The value of knowledge management: Knowledge management is not knowledge production. Knowledge management is about using tools to build a framework, mobilize more people to participate, and make knowledge sharing run better.Enabling information to flow quickly and reach employees efficiently within the enterprise — that is the value of enterprise knowledge management.

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