Joyvio Group: Boost core knowledge competitiveness with Knowledge Base to accelerate organizational innovation

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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, injecting high standards into the industry, leading modernization with advanced industries, and championing high-quality living through healthy diets. The Group provides consumers with safe, premium agricultural products and food, leading and driving the development of China’s modern agriculture and food industry.

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Joyvio Group and DingTalk Docs

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Preserve the Organization’s knowledge assets to the greatest extent possible

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😖 Pain points

Every Organization experiences employee turnover. For Joyvio Group, a knowledge-intensive industry, this is especially true at the management level, where one person often acts as an entire task force. Once someone leaves a position, if their experience is not passed on, it is lost — and with it, productivity. The cost impact on the Organization is significant.

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💡 Value

Joyvio uses DingTalk Docs to help Employees convert tacit knowledge into explicit knowledge, and uses Knowledge Base to systematically manage, circulate, and innovate on the documents that have been accumulated. This approach passes on experience and accumulates knowledge, ultimately unlocking the Organization’s knowledge productivity.

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Make Employee value visible and amplify it

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😖 Pain points

It’s not that organizations lack knowledge — they lack the methods and tools for knowledge management. As a result, knowledge stays in the hands of a few people, cannot circulate, and cannot help more Employees gain knowledge or grow.

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💡 Value

By Sharing through Knowledge Base, Employees can amplify their value during their work. On one hand, Employee experience becomes part of the Organization’s knowledge assets. On the other hand, when an Employee’s knowledge contributions are recognized, they gain better development opportunities within the Organization.

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01 | Use a knowledge asset assessment Model to baseline the knowledge management maturity of each Department

First, by establishing a knowledge asset assessment Model, knowledge management becomes measurable. On this foundation, a behavioral questionnaire was designed and rolled out across the entire Organization. The results were compiled into a five-quadrant Radar chart for each Department, providing a general overview of knowledge management maturity at the Department and Company levels. The survey revealed several insights:

• Within the Organization, Employees are most concerned about the Group’s various businesses (since the Company operates in many diverse business areas). They want public, shared channels to learn about each business, including business introductions, core methodologies, and future strategies.
• As industry practitioners, Employees have a strong desire for continuous learning and growth. Industry knowledge cannot be delivered through HR training alone — it resides within each Department, so knowledge building requires proactive contributions from every Department.

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02 | Roll out a Department knowledge management framework to guide and drive knowledge accumulation across Departments

Develop and roll out a knowledge management framework for Departments, combined with a five-step knowledge management approach, to help each Department systematically manage and accumulate knowledge.

• Standardize the knowledge governance structure of each Department
• Cultivate “Kmers” in each Department (knowledge management liaisons, similar to knowledge management officers) to oversee Department knowledge management
• Cultivate Employees’ online Collaboration habits
• Intentionally accumulate internal SOPs and solutions within each Department
• Share and output professional capabilities and external information (such as industry knowledge) beyond the Department

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03 | Aggregate the best knowledge from each Department, and build platforms to enable knowledge flow and reach across the Organization

Build a “knowledge Sharing platform anchored by Knowledge Base, and a digital operations platform anchored by all-staff communities” to improve organizational information transparency, accelerate the Sharing of internal achievements, broaden Employees’ industry perspectives and multidimensional thinking, enhance cross-role professional awareness, accumulate the Organization’s core knowledge assets, and drive organizational evolution. Li Meng, Director of Knowledge Management at Joyvio Group, said: As knowledge managers, what we truly engage with are the “people” and “scenarios” behind the knowledge — the demand for knowledge application from individuals, Teams, and the Organization. Knowledge management is not knowledge production. Knowledge management is about building a framework with tools, mobilizing more people to participate, and making knowledge Sharing run more smoothly. The key for an Organization to do knowledge management well is to find the scenarios where knowledge connects with people, and to continuously unlock the Organization’s knowledge productivity through “tooled-up” approaches.