The focus on knowledge management have since long been recognized in literature and undoubtedly benefited organizations. More recently companies claim themselves to be ‘knowledge-driven’. Indeed, the concept of knowledge-driven incorporates experiences. Typically, factual knowledge has a transparent management approach, while experience sharing is highly prioritized but not straightforward. This study addresses experience sharing and proposes a perspective to support reflection upon practice in innovation projects. The study builds on a longitudinal acquisition of empirical data obtained in a manufacturing company acting on a global market. In particular, early innovation projects have been a source for data collection. Interviews with knowledge workers, observations from daily work activities and reading internal documents provide the empirical material for the study. The study has resulted in a visualization of different kinds of issues concerning experience sharing. The visualization has been a base for highlighting industrial implications and proposing actions.