In decision-intensive organizations, value is rarely created by speed alone. It is created by judgment. And judgment, over time, is shaped less by raw data and more by what an organization knows, remembers, trusts, and applies under pressure. This is where knowledge management stops being a support function and becomes a strategic discipline. Many large … Read more
Knowledge management and artificial intelligence are increasingly discussed together, often with the assumption that AI will finally solve long-standing KM challenges. Search will improve. Answers will be instant. Knowledge will become accessible to everyone. Yet as organizations begin to integrate AI into knowledge systems, a more complex reality is emerging. AI does not simply enhance … Read more
At a certain level of maturity, knowledge management stops being a question of tools or even strategy. It becomes a question of practice. Most senior KM professionals reach this realization after years of effort. Frameworks are in place. Governance exists. Platforms are funded. And yet, something still feels fragile. Knowledge flows unevenly. Some communities thrive … Read more
Most knowledge management strategies do not fail because they are poorly designed. They fail because they never become part of how people actually work. On paper, many KM strategies look solid. They reference best practices, align with business objectives, and are supported by modern platforms. Yet months later, adoption is low. Contributions are sporadic. Leaders … Read more
In today’s fast-paced and ever-changing business environment, organizations face immense pressures from rapid technological advances and operational complexities to global competition and evolving customer expectations. In such a context, knowledge management has emerged as a critical strategic enabler. Knowledge is no longer just a by-product of operations; it is a vital resource that drives decision-making, … Read more