Replacements and handovers

If you have changed the phone recently, you would remember that in smartphones it's easy to transfer data from an old phone to the new one. Depending on the phone, you can transfer the data either with or without a wire. How easy it becomes to have all the contacts, apps, photographs and notes in your new phone without downloading them one by one. It's just another miracle of fast-growing technology that has made our life simple.
Can we do the same with human replacement as well? For instance, if a manager changes the organisation, his replacement would not be able to get all the knowledge in instance - like the transfer of data between two smartphones. Even if one gives a full written or verbal briefing, it is virtually impossible to establish all the rapport and connections that one has developed over the period of time. It can be made easier by spending some time together explaining the process but each individual has different nature, and therefore it is not that simple.
Human nature is not too simple to be guided or controlled by any technology. Or in other words, the technology has yet not developed to that extent. There are variable emotions and styles attached to each person which cannot be transferred to the other in one go. And the other person would also not like to imbibe anyone else's style in his own work. After all, that's what makes us an individual.
So the question is how to build a good organisation that not only retains institutional knowledge but also the individualistic characteristics of each person working in it? One way is to create layers of information and activities. While the manager may be working in the organisation, his parallels and juniors who are involved in different activities would have gained a certain level of expertise. This can be utilised by the new manager when taking over the position. The best way is to perhaps keep the communication open between the predecessor and the successor, as well as all the stakeholders, for some time. There comes a stage when things settle down on their own and the new manager becomes established in the role.
Two important human aspects that we have to keep in mind: the outgoing person should not hold on to the previous role, and, the new person should not completely undo what was done earlier with lots of effort because each individual contributes to the organization in a specific way. While having continuity in the work being done in the organisation, it is very important to also have introduced changes by the new person to bring the much-required freshness. That is the reason why organisations like to change people from time to time in different roles. It provides a new enthusiasm and energy to the organisation.