Anniversaries, reflections and the importance of why: in Bruxelles, Eastbourne & Khartoum!

Reflections, space and sabbaticals beside the sea in Eastbourne

I do some of my best thinking on my daily ‘walk to work’. It’s a ritual I’ve followed from my early days as a commuter and I’ve found that, no matter what I am working on (or where), this reflection time is vital. I’m fortunate; I live close to the sea (in Eastbourne & LIsbon) and today as the tide was going out the scent of moss on rocks and seaweed filled the air.

As seen on my  Feburary 13th ‘Walk to work’

It was a special moment and for some reason triggered a recollection of the scent of Bakhoor (wood chips soaked in fragrance oils) I was to discover on my first business trip to Jeddah 40 years ago. Then, as Business Class did not exist, I travelled in First on a Lockheed Tristar 1011 that landed at the old Jeddah airport close to the centre of the city. It was August and blisteringly hot just before the Hajj so the airport was full of people all in white arriving for their once in a lifetime pilgramage to Mecca.

I digress. As if by divine intervention who should appear as the sun made an appearance through the clouds but the Rev Giles Carpenter, Vicar of St John’s Eastbourne who was out for his morning constitutional with his dogs. Giles, a family friend, has a quiet yet persuasive manner. He has built a vibrant church community based on actions not words. His is a 24×7 role and interestingly his employer recognises the importance of a time out / reflection period. Giles is off on a sabbatical having just completed the 5 year mission of the church which has been a collaborative not top down process similar in style to many KM programmes.

Inside the EU in Bruxelles

Fast forward 40 years and I’m in Bruxelles with Chris Collison working with the Knowledge Management Community in the European Union. We are here, at the invitation of Marie-Veronique Lecomte, to run a Masterclass, on the ISO 30401 KM Standards as viewed through the lens of the KM Cookbook, then host a clinic on KM issues they are facing.  It’s been many years since I was here on Communities of Practice with Richard McDermott and though I’ve been to the city a a few times since its my first excursion via Eurostar from Ebbsfleet Int.

The event is extremely well attended (50+) and begins well with many favourable and welcome comments on the KM Cookbook. Throughout the day the group are enthusiastic and energetic. The stories we share from the book are particularly well received and relevant. Unsurprisingly, when we get to the KM Canvas and they start to work on some of the questions, what emerges is a community at different stages of evolution facing the familar challenge wherein KM strives to have a commonly understood identity and purpose.

Having followed the technology route using Yammer and Teams as a way of encouraging collaboration WHY KM I find myself asking? What problem is KM the solutiion for and how (if at all) does it map back to the strategic direction of the European Commission?

Like the International Olympic Committee (IoC), the European Commission faces a significant challenge to transfer and make use of knowledge: from consultants who come and go; from new and departing staff; and from relocating staff.  How does it build on what it knows especially in Directorates such as Joint Research Centre (JRC)?

So if that’s a ‘Why’ then, taking a deeper dive into the How, locating expertise across such a diverse organisation is a huge issue. I think back to a Masterclass Martin White and I held on Expertise Discovery 2 years ago. Ahead of that we ran a survey to see how prepared organisations are to tackle the challenge of locating and utilising expertise. Here’s an extract that illustrates a few of the areas that JRC might need to address if it goes down the technology route:

In reality probably 10% of employees leave each year and are replaced by a similar number of new employees. Your organisation will have taken a lot of care in selecting these new employees on the basis of the expertise and experience they will bring with them.

One of the surprising outcomes of the survey is that little attention seems to be paid to bringing this expertise to the attention of people who might need it or who relied on the employee who has now left. The newcomer will (hopefully) be asked to create a profile but remember that the expertise system has been tracking documents have been written and other contributions that have been made by the person they have replaced for perhaps several years. How long do you think it will be until  the system presents the expertise of the new employee as at least equivalent to their predecessor? A month, six months, a year? Until this point in time the investment in the employee in terms of their expertise will be minimal other than to their immediate colleagues.

The expert who has left will leave a trail of knowledge behind but they will not appear on the list of employees or on the email directory. Even in small organisations it can take time for the disappearance of the expert to be common knowledge. Will people searching for expertise and find a name as a result of a document the expert wrote, a network they were part of, or a corporate presentation they gave, be directed to their replacement? This of course assumes that there is someone taking over a role and having the same expertise. Or will the search turn up the expertise equivalent of a 404 error? Managing this situation is not easy and in our experience there is often a difference of opinion as to whether it is the responsibility of HR, their business manager or IT as owners of the application.

Some of the EU’s ‘KM Chef’s’ with their certificates and hats

We all left with much to ponder on and a resurgent community keen to begin.

Knowledge Matchmaking in Khartoum

Concurrently I was ‘in’ Khartoum for the Sudanese Knowledge Society Symposium on Citizen Science. One of a series of events it was aimed at mobilising local knowledge on topics important for the development of a country undergoing significant political change.

I’d agreed with the organising committee that I would donate a KM Cookbook to the ‘project’ they deemed most worthy and I was delighted to see the list of contenders.

Unable to be there in person I did nevertheless record a piece to camera which I’m told was well received and I was delighted to learn that ‘Public Transportation’ was chosen.  I am hoping that the Transport for London Menu chapter of the book proves of use to them.

I owe thanks to Ana Neves and Ron Donaldson for their willingness to share their experience on mobilising citizen knowledge with Dr Gada Kadoda and the team in Sudan.

And finally

As President Elect I attend, but do not vote at, CILIP Board meetings and I attended my first in January. As a charitable organisation established by Royal Charter it is well placed to become a natural home for the Knowledge (and Information) Management Community. Over the coming months it will be unveiling an exciting programme of events and witnessing the first graduates of the KM Chartership Cohort.  This has gained a lot of support and generated much global interest: the latest enrollment was full in a day.

I remain on the Project Board overseeing the Chartership and Fellowship project and will be talking more on this in March at the KM Summit in London.

 

 

Knowledge et al: view from 46K

I write this at Dubai airport. I left a very fractured and troubled nation that is the UK, torn apart by a futile attempt to sustain the unsustainable (maintain unity in the largest party in our parliament).
Without pinning my political colours to the mast I must confess I despair at the majority decision to abandon a group that has been in part responsible for peace in Europe these last 75 years. The rush towards right wing nationalism across the globe is in no one’s long term interest and terrifies me as does the bellicose rhetoric that passes for debate.
It’s a good time to reflect on what’s gone and what’s to come.

Knowledge Management: the future

I was interested to see James Robertson and his team at Step Two in Australia post this week that Knowledge management isn’t dead, it’s more important than ever!and describe a number of assignments they’ve done at the practical end of KM.  That they (an excellent Digital Workplace and Intranet focused group) should highlight the importance of their KM practice feels significant.

Knowledge Management (KM) has been around for over 20 years as a set of tools and methods for connecting, collecting and creating knowledge. Lots has been written, and there are tens of thousands of practitioners out there—in-company specialists and consultants. Unlike Lean, Agile and other business improvement methodologies, KM has never had a single agreed set of tools, or a commercial accreditation or standard.

ISO KM Standard

In many ways, the arrival of an internationally agreed standard and vocabulary, imbues fresh professional credibility to the field of Knowledge Management. It provides knowledge managers with a ‘brand-new kitchen’, and a moment during which they can pause for a moment and consider the service that they provide to their organisations. I sat on the UK’s BSI KM Standards Committee one of the international bodies that provided input to ISO as the KM Standards were developed and ultimately published in Q3 2018. I said at the start and still believe
“The arrival of the ISO KM Standards (albeit that adherence is voluntary) provides a framework against which KM Programs can be viewed. An independently assessed external accreditation is another key component of the KM practitioner’s path to corporate legitimacy.”

KM Cookbook

The KM Cookbook written by Chris Collison, Patricia Eng and I serves up a menu of success stories and strategies for organizations wanting to know more about Knowledge Management Standard ISO30401 – whether they intend to pursue certification, or simply seek to use it as a framework to review their existing programme and strategy.
In writing this book, we want to catch the excitement of the arrival of this ‘new kitchen’ and to demonstrate how the arrival of the ISO Knowledge Management System Standard (ISO 30401) provides so much more than a moment to certify a level of consistency in practice.
It provides a moment to re-evaluate, to return to first principles, and to learn from others. Imagine you had the opportunity, not just to enjoy a new, well-equipped and fully inspected kitchen – but also the chance to sit down with KM ‘chefs’ from around the world, across different industry sectors and listen to their stories.
That’s exactly what we have set out to do with the KM Cookbook.

Chartered Knowledge Manager Accreditation

Concurrently in my role as Knowledge & Information Management Ambassodor for CILIP I have been assisting them with the development of what we hope will become a globally recognised accreditation for Knowledge Managers. The first cohort of two dozen has being signed up and they are going through a process of submitting a KM portfolio of work for assessment in anticipation of the award of a Chartership in Knowledge Management.

Assignments, Masterclasses & Speeches

I am Asia bound to give the opening address at a Knowledge Exchange Roundtable event at Securities Commission in Kuala Lumpur and then to run a Masterclass (my 4th) at the International Islamic University of Malaysia
The next stop is then Hong Kong for another Masterclass this time with my good friend Eric Hunter followed by presentations / panel sessions at KM Asia 2019.with Patrick Lambe, Hank Malik on the ISO standard and Bruce Boyes, Rajesh Dhillon, John Hovell and Bill Kaplan on KM Accreditation.
At all these events I will be drawing on the soon to be published “KMCookbook: Stories and Strategies for organisations exploring Knowledge Management ISO Standard 30401” as well as the latest developments in the KM Chartership Accreditation.
Then it’s back to the UK for the Thomson Reuters Practical Law event where I will be running a session and speaking, then a co session with Victoria Ward (more of her in a minute) at the UK KM Summit followed by a trip to Lisbon for the launch of the KM Cookbook in Lisbon in early June at one of my favourite events, SocialNow.

2018: a varied and stimulating year

Looking back to 2018 I had the great pleasure of working alongside Victoria Ward (formerly of Spaknow) on a really interesting KM assignment for a global manufacturingl company. Involving the embedded of KM practices into an organisation undergoing rapid transformation it was challenging and stimulating in equal measure and the use of effective visualisation, personae and archetypes key to delivering on our mandate.

As if the above and researching, interviewing and coauthoring the KM Cookbook wasn’t enough I also managed to fit in a couple of Masterclasses in London and Stockholm around the soft skills (the critical 8 ‘ates) of the Knowledge Manager and deliver a few keynotes in Italy and Sweden.
Back in the UK it was the 2nd year of operations for the two businesses I helped establish and run, award winning Bees Homes  and Coastway Financial. Today is the end of both companies financial years so it’s great to report we are on target to where we wanted to be. 
Despite all the uncertainty, Brexit is proving less of a challenge as there is a move from vendors towards the type of quality service we are offering. A key statistic for us is “Property Views” online and it’s great to be able to report we are currently #1 in our region.
Transparency and trust are important values so we are running “How to sell your property in a post Brexit world” on April 16th at Eastbourne’s swankiest new boutique hotel to share some of the techniques we apply to dress a property to its optimum potential.

In the Community

Our initiative to help with the transformation of our town continues on a couple of fronts. The Urban Art idea has gathered momentum and support from the Municipalities CEO and I am helping him and the regeneration team to attract conferences to the town.

And finally

46k is my preferred seat on the Emirates A380 (and the Boeing 777). Check out Seat Guru.com to see why!

Be concise, be memorable: why names, images and straplines matter

For the past 20 months, I’ve been wearing a few hats: author; consultant; advisor; and business owner.  Substitute years for months and it would also be an accurate account of how I’ve spent most of the last 20 years.

Describing that to people is often a challenge.

At an event in Dubai, not long after I’d left a full-time role (as a Vice President in a financial services group in the City of London) someone asked me what I did. Expecting the usual answer (Vice President… / Senior Manager….) he was surprised and I hope intrigued when I answered, “I have a portfolio of activities.”  It’s a phrase I’ve used ever since.

I’d thought long and hard about my response to his question. “Who are you with?” is almost a standard opening line at any meeting during a business event. Those that are interested in the reply will ask you to explain what that means.  The majority begin looking over your shoulder for someone else to talk to.

Say what you do, not what you are called

Often when working on a consulting assignment trying to understand how a business works I conduct interviews or run group sessions. I ask people to introduce themselves and describe what they do. The vast majority say, “My name is ….. I am the …” To which I respond, “That’s impressive, now please tell me what you do in a way that an outsider will understand.”

We all hide behind jargon and headlines which today’s 24 x 7 soundbite society promulgates.  How many times have you read a headline and formed an opinion based on that only to discover that the article that follows says something different?

Our challenge is to distil what we do into a phrase, image or name that is concise and memorable, one that makes you smile.

A few months back I ran a Masterclass in Stockholm for Senior Legal Knowledge Management professionals. I invited them to pair up and develop their own concise description of what they did. It proved to be an illuminating session.

Promoting Knowledge Management is much like I used to find selling Corporate Finance services – it’s intangible so harder to explain and hence easier to diss.

Making first impressions count

#FinanceNavigator – Intrigued?

Every couple of weeks I attend a business networking event of one type or another. Participants are encouraged to share their story in a minute or less. The vast majority waste the first 30 seconds describing when they were founded and where their offices are located. Very few put themselves in the shoes of the audience or leave a lasting image or impression. 10% might tell a story.

On Monday I spent a couple of hours with a marketing advisor. Part of the UK Govt’s “Let’s do business’ initiative wherein companies can access business advice we were discussing the messages a young business might use to describe what it does and who it is.

Adopting a persona approach, we mapped words on their online presence (website / Facebook / Google Business) with keywords we thought their target audience might use. We drew on great 5 star Google reviews to see what clients actually said. And we thought long and hard about navigation, images and metaphors.

A strapline, Shining a light on property finance with a lighthouse (we live within walking distance of Beach Head Lighthouse one of the UK’s famous landmarks) generated the idea of building on a navigation theme and the idea of using the Finance Navigator Hashtag.

#PropertyMatchmakers was a hashtag evolved for Bees Homes a companion business.

Supported by a smiling winking bee logo and a strapline,: “Taking the sting out of buying and selling property”, it features the concept of matching buyers and sellers rather than merely advertising a property on line and hoping buyers will come.

The bee logo is memorable and portable across gender, ethnicity and generations. The hashtag appears in every social media post. Both companies finish any presentation with, “Here when you need us, not when it suits us” to emphasise that ours is more than a 9-5 business.

Valuing and selling property is a subjective art. Ultimately the ‘right price’ is what someone is willing to pay not what the owner thinks it is.

The skill of the ‘Property Matchmaker’ (realtor or agent) is to find the right buyer, sell them a lifestyle or image they can relate / aspire to, negotiate a price both are happy with and manage the supply chain to completion. It’s often about making correlations.

In a previous post on Collaboration, Working out Loud and Knowledge matchmaking I described the concept of a Knowledge Matchmaker and suggested:

…as a Senior Manager charged with developing new business, my ability to match a need with a solution was prized and rewarded even though the correlation was opaque to my bosses. More often than not the intuition paid off. But does the same apply today in a Knowledge Management environment where logarithms and Artificial Intelligence are making the correlations I used to make?

The idea of making and managing connections and networks came up time and time again albeit called something different during interviews for the KM Cookbook. Where it landed for me was in discussion with a prominent KM’er embarking on a relaunch / rebrand of her organisation’s KM program. They too were seeking a memorable image / strapline / hashtag that could underpin their internal and external communications.

And finally

Knowledge Management is a thread running through my many consultancy assignments, publications, masterclasses and pro bono activities. Underpinning this is the concept of how to describe or illustrate the value a person or team brings to the business.

To illustrate: As advisor to a large reinsurance group I would spend a day per month in their offices in the City coaching different people and teams. I recall a discussion with the compliance team who had a terse relationship with the business who saw them as blockers not enablers. By adopting a business consultancy mindset, it changed the dynamic: people went to ask compliance how best to meet regulations instead of doing it and being told they were wrong.

Here’s what I advise all businesses I work with when they try to present what they do:

  1. Make it concise
  2. Make it memorable
  3. Make it recognisable to those who are listening (or watching)

When I was Managing Partner at Sparknow LLP we ran an exercise for the front line staff of the UK’s Museums & Libraries group. We asked them to be “in the shoes’ of their customers, to imagine what it would be like to be on the other side of the desk. It was uncomfortable and required them to get out of their comfort zone to do so.

The best presenters are those who tell stories that live in the memory. If you can wrap the three must do’s into a story then you are on the way to creating an effective and enduring presence.

Thanks for reading this.

What Lisbon, Eastbourne, Neil Usher’s book and Knowledge Management have in common: Importance of environment.

Hands up, I wimped out and decamped to Lisboa to work and write when winter (Inverno in Portuguese) hit Eastbourne last week. I had a few people I needed to catch up with, some reading I’d promised I would do as well as prepping for forthcoming masterclasses.

Since my teens I’ve found a change of scenery / the right environment often acts as a catalyst for generating ideas. Indeed one of the questions I ask when trying to determine how knowledge flows in an organisation is “where do you have your best ideas or conversations?” The venue/space is important.

Which rather nicely brings me onto one of the books I vowed to read while I was by the Tejo.

The Elemental Workplace: Everyone deserves a fantastic workplace

I first heard Neil Usher at the SocialNow Event run by Ana Neves in Lisboa in 2017. He gave an entertaining presentation in which he presented his hypothesis that there are 12 essential Elements (design principles) all good workplace designs require. Coming hard on the heels of research I’d conducted earlier that year and a Masterclass I’d run in Asia on Collaborative Knowledge Spaces this was music to my ears. I’ve always believed in the importance of planning for “Orchestrated Serendipity” when designing spaces that encourage the sharing of knowledge. Neil’s presentation struck a chord and I vowed to go and see some of his projects.

I was delighted therefore when I learned Neil had ‘put pen to paper’ and written The Elemental Workplace” an easy to read tome that I imagine will become essential reading for people looking to create a stimulating enviroment in which to work.

Already my copy has plenty of dog ears and I found myself drawn to Part One – Why, and Part Four – What could possibly go wrong?

If you take nothing more away from the book than remembering these three quotes in Part One it will have been a good investment:

An effective workplace is one that is built on the principle of simplicity, an effective workplace is one that inspires and energises and an effective workplace is one that can facilitate learning and development.

Moving onto Part Four and this paragraph under the heading “Build it and they will come” stood out for me:

On your travels and in your research, you will discover amazing physical spaces that just do not work, because the creators believed that was enough. It is never enough. Change has to be nurtured, enabled, facilitated, continued. Build it and you will have just built it, nothing more.”

Perhaps my favourite sentence in the book is on on P36 under the heading “Ether”

A fantastic workplace can make a huge contribution to the customer advocacy of an organisation by creating a natural association with admirable values and looking after its people.

This is a book those involved in Knowledge & Information Management should read a few times. The checklists are great but you will have to work out who owns the collaborative knowledge space topic and where the idea fits in your own programme (if at all).

Murals changing society

And so to Lisboa where I spent a hectic Sunday morning out and about seeking examples of Street / Urban Art. Bear with me as I tell you why. Fortunate enough to live in Lisboa as well as Eastbourne I’ve been struck by the difference in the way some of the less salubrious parts of both cities have dealt with urban deprivation.

As the Head of GAU Lisboa  Urban Art Gallery (GAU) explained:

The Galeria de Arte Urbana of the Departamento de Património Cultural (Department of Cultural Heritage), from Câmara Municipal de Lisboa (Lisbon’s City Council) has as it’s main mission the promotion of graffiti and Street Art in Lisbon, in a official and authorized scope and in a pathway of respect for the patrimonial and landscaped values, in opposition with the illegal acts of vandalism that harm the City.

The district of Padre Cruz is the largest Urban Housing development in Europe with some 8,000 homes. Violence, poverty, drugs and deprivation were rife in 2016 before the Municipality introduced the concept of Urban Art with the active engagement of the local community.  The transformation has been amazing: residents now have a pride in their community and the incidence of crime has decreased dramatically.

I am not comparing today’s businesses with Padre Cruz but I am posing the hypothesis to those who are skeptical about the importance of creating the right environment for collaboration, knowledge sharing and human interactions – Orchestrated Serendipity!

Rua da Gloria Lisboa.

Back in Lisboa I found myself surrounded by numerous visitors all marvelling at the murals that have been painted in various parts of the city at the behest of GAU.

It’s not a coincidence that the resurgance of a vibrant artistic and technologically gifted workforce has at its fulcrum a decision taken by the Municipality to set up GAU at a time of deep austerity.

That they curate the work providing a legacy for future generations is also farsighted.

And finally

Why is this relevant? Because as part of our commitment to our community Bees Homes (the business we set up some 10 months ago) is working with the authorities in Eastbourne to try and transfer some of the knowledge gained in Lisboa and create a version of Urban Art here. We all know that a house ‘staged’ properly with good pictures will attract more buyers and achieve a better price than one that is not. The same surely applies to the environments in which we live and work?

Adapting Neil’s strapline: “Everybody deserves a fantastic environment that inspires and energises”

 

 

Sophia, AI and the importance of curation: KIM is safe (for the time being)!

I’m lucky. I get to travel to some of the most interesting places on the planet and experience different cultures. These last few weeks for example I’ve been on a book / Masterclass / conference trip to Hong Kong, Kuala Lumpur and SIngapore.

Book launch hosted by Petronas KL

More on the issues that arose around KIM accreditation and the outcomes from KM Asia in separate blogs.

Over dinner in Hong Kong I got to talk about “Sophia” the locally based Hanson Robotics model that controversially has been given citizenship of Saudi Arabia. While hugely impressive and a major advance in sensory technology two quotes about Sophia stuck with me:

Why are we humans obsessed with creating life forms in our own image?” and

“Dogs are able to sense what their master’s mood is. Imagine if we could replicate that in Sophia?”

“Km has gone thru peak of inflated expectations which AI is now going thru”

This was one of KM Asia’s Day Two Chair Les Hales opening remarks.

It’s a good backdrop to focus on the ever increasing clamour I sense around the use of AI / machine learning technology to improve effiiciency and outcomes, reduce headcount +/or free up time for more added value work. In the Masterclasses and presentations I suggested AI is addressing 3 questions on expertise, transactions / news and process:

I noted there has been a lot more in the way of measurable progress on transactions / news and process enhancement than on expertise. In his presentation at KM Asia, Eric Chan of Hutchinson Global Communications showed examples of a couple of regionally based organisations who now used Chat Bots

His examples above which focused on the process question confirmed the widely held assumption that many industries are ripe for disintermediation by AI technology. I noted a couple of his comments:

“Replacing customer service agents by chatbots powered by AI. Achieves 9/10 satisfaction and not subject to selective memory and

1/3rd of work can be done by machines = disruptive stress”

What was really interesting about the Chatbot example? How the difficult customers (the ones who shout) get routed thru to a human!

So where does this leave Knowledge & Information Management? Actually not badly if Eric Hunter’s comment is to be believed:

“The rise of newer forms of technology is challenging the way codified knowledge is managed leading to the need for KM professionals to work with new types of colleagues such as business process improvement specialists and AI providers.”

Note the use of the phrase to work with not be replaced by. Here’s why I believe this to be the case.

The importance of Curation (…ate #7)

One of many positives to emerge from every stop on my Asian adventure was a reaffirmation of the importance of curation, a term Patricia Eng and I described in our book thus:

#7 Curate: So much of what passes for Knowledge Management is about creating and storing content and making it available for reuse. It’s more than the role formerly undertaken by Information Professionals and Librarians, here we are talking about being a custodian of organisational knowledge and organisational knowledge bases.

Technology has for some time been knocking at this door.  Indeed companies like Profinda have made significant strides so it was fascinating to read this very well written piece on Microsoft’s evolving Yammer strategy by Antony Cousins, Director of Customer Success which reflects my ongoing concern that Technology is not Knowledge Management:

Lost knowledge. With the same room structure as Yammer, there will be popular generic rooms where far too much is shared, too little is relevant to users and, should they ever want to find that document or that chat thread which was relevant to them, good luck. It’s lost in the never ending deluge of chat never to be seen again. If we can’t easily find previous answers and solutions or reference points, we’ll be as doomed on Microsoft Teams, as we were on Yammer, to ask the same questions over and over or worse, repeat the same mistakes…. So, in general, well done Microsoft for making things that were quite easy about 6% easier. Now can we please focus on the really big problems still faced by those of us trying to resolve the collaboration problem for big business?

I continue to argue that one of the key aspects of the role of KIM’ers is acting as Curators of organisational knowledge as well as signposts / navigators. In fact this was the premise behind my Masterclasses in Singapore and Kuala Lumpur and the need for those skills:

KIM’ers have to be good at understanding technology and its implications for the business. But they are one of the few groups organisationally who see across silos and should be able to analyse business needs!

And finally

My concern is that organisations increeasingly see technology in its new guise as KM and are jumpiing on the bandwagon to put social tools behind the firewall expecting staff to find the expertise / historical knowledge automatically. In previous pieces I’ve argued that assisted search is still important.

I can also see a shift towards HR / Talent Management as the logical resting place for the discipline where the driver is one of mitigating the risk of knowledge loss when people leave.

But I still see in the short to medium term at least a need for what good KIM’ers do.