Direct answer
Technology Transfer Training and Know-How
Know-how is often tacit and cannot be transferred by manuals alone.
Why this matters
Recipients that must convert documentation into repeatable organisational competence. need a decision framework that connects the technology or mandate to rights, evidence, capital, capability and execution. The purpose is not to create promotional volume. It is to expose the assumptions that determine whether a serious transaction or implementation programme is viable.
Measure competence through supervised execution and objective assessment. IIL treats that question as a stage-gated commercial decision. The conclusion should identify what is known, what remains uncertain, who owns the next action and which evidence would justify progression, redesign or pause.
Five workstreams to integrate
- Role-based curriculum. Define the present position, evidence source, accountable owner, decision threshold and dependency on other workstreams.
- Train-the-trainer model. Define the present position, evidence source, accountable owner, decision threshold and dependency on other workstreams.
- Practical supervision. Define the present position, evidence source, accountable owner, decision threshold and dependency on other workstreams.
- Competence assessment. Define the present position, evidence source, accountable owner, decision threshold and dependency on other workstreams.
- Knowledge retention. Define the present position, evidence source, accountable owner, decision threshold and dependency on other workstreams.
Diligence material expected
- Critical-skill map. The record should be current, attributable and explicit about limitations, assumptions and superseded versions.
- Training materials. The record should be current, attributable and explicit about limitations, assumptions and superseded versions.
- Assessment criteria. The record should be current, attributable and explicit about limitations, assumptions and superseded versions.
- Trainer qualifications. The record should be current, attributable and explicit about limitations, assumptions and superseded versions.
- Refresher and support plan. The record should be current, attributable and explicit about limitations, assumptions and superseded versions.
A practical engagement sequence
- Confirm the legal entities, authority, mandate and non-confidential scope.
- Define the commercial objective, territory, rights perimeter and intended outcome.
- Map evidence, gaps, risks, economics and specialist-adviser requirements.
- Agree confidentiality, diligence access, governance and decision timetable.
- Move to a project-specific term sheet or implementation plan only when the principal dependencies are visible.
What a credible outcome looks like
A credible outcome is not simply an agreement to continue talking. It is a documented decision with a defined structure, responsible parties, evidence requirements, capital or capability commitments, acceptance criteria and a route for resolving variance. Where the evidence is not yet sufficient, the correct output may be a focused validation plan rather than a transaction.