An attitude prevails even today in UK small business that somehow to have the knowledge is to hold the balance of power. There is a reluctance to share information as to do so may in some way weaken the position of the leader.

In today’s internet world, we are awash with information. We can pinpoint any subject within seconds. But where does that get us? How many of us would be happy to self-diagnose an ailment by researching a health website for anything more serious than dandruff or piles? Chances are we would still refer to our doctor.

The problem is that possession of knowledge itself is of little use.

Back in the ’80s I worked in a marketing department for an international drinks company. They were launching a new product. Huge sums of money had been spent yet early trials weren’t going to plan. The great marketing minds of the business sat around the table with the advertising agency scratching their heads. The excruciating silence was broken when the agency’s account executive piped up “let’s do some more research” to which, to my astonishment, everyone agreed. The relief at not having to make a decision was palpable.

The small business intrapreneur doesn’t have the luxury of time. He senses when he has gathered enough quality information, having filtered the good from the bad and the irrelevant. He assimilates this knowledge with his own experience and nous to ultimately make good business decisions.

The more savvy the Intrapreneur, the better the knowledge base, the better the decision.

Sharing knowledge has an exponential effect. Remember revising for an exam by teaching someone else in the same group everything you knew? Do the same in the business environment and see how quickly your knowledge and understanding of the situation increases. Then add a third and fourth person to this process. The learning curve will soar.

So then, to reach the necessary knowledge base quicker, wouldn’t it make sense to create an environment where everybody readily shares information, safe in the knowledge that they themselves learn quicker, feel better about their work, help the company move further forward and generally feel better about themselves?

To do this, the intrapreneur must commit to sharing his knowledge wholeheartedly. To get everyone to open up, he must walk the walk, not just talk the talk. Undoubtedly it is easier to achieve this in a start-up company than to reverse a previous culture.

The intrapreneur’s role is not compromised. His expertise will convert this greater knowledge bank into greater decisions.

So come on, shake off the shackles of secrecy and paranoia and enter a brave new world.

Knowledge is power?

Sharing knowledge, now that’s where the real power lies.