The days of manually curating and organising company knowledge will soon be behind us. Knowledge managers can’t operate as librarians anymore. They must, instead, elevate their AI literacy, implement an AI-first KM stack and deploy themselves as consultants to implement knowledge-enabled workflows.

If AI-first knowledge work benefits from a new way of organising, is an RTO-mindset a limiting factor for succeeding in the AI age?

We often overestimate the value of grand documents over the unglamourous acts of daily documentation on projects. With the advent of AI-powered KM platforms, it’s time to revisit the fundamentals of team handbooks and documentation systems, if we are to generate relevant and timely knowledge insights for people.

If you set them up right, internal open-source projects can help your company gain extra development capacity and a sense of community. In this post, I discuss four key practices that help you run a successful, internal open-source project.

AI has disrupted our search and content creation experience. To recognise this shift, Nagarjun Kandukuru and I have written an AI-first KM manifesto, which we’d like to introduce to you.

Remote work impacts not only standard capitalist measures such as productivity and access to talent, but also social aspects.

LLMs promise to make sense of a company’s unstructured information and surface meaningful information to each user. But a KM strategy that relies only on LLMs is incomplete.

While tools aren’t the end-all and be-all for distributed collaboration and knowledge sharing, they’re hardly trivial. Companies cannot allow their collaboration tool stack to languish. They must aim for a world-class user experience.

All’s not well in remote work paradise. For many employees a remote work arrangement is a Faustian bargain. They have to endure the dark side of remote work.

In the corporate world we often reach for training as silver bullet solution to performance problems. But building and practicing new skills is hard and if we don’t recognise the real-world difficulties people face, it’s likely that many skill-building initiatives will fail.

It’s easy to look at headlines and imagine that all tech workers are headed back to the office. While some part of this assumption may be true, the narrative deserves more nuance.

We must soon retire the word “hybrid”. It does less to clarify work patterns and more to confuse people.

Most tech companies want to run well-leveraged teams; i.e a few senior people and a bunch of junior people. But many of us lack the process discipline to do this well. How do you design a team environment that’s inclusive of junior people? That’s the million dollar question I address in this article.

We often reach for training as a solution for behaviour change or skill development. But most training programs don’t achieve their objectives. How do you facilitate learning then?

We continue exploring the seven deadly sins of knowledge management in this week’s post. I explained three of them to you last week. Here are four more.

In a massively distributed world of work, effective knowledge management is a superpower for your people. On this site, we’re already discussed many things you must do, to foster knowledge sharing. This post is the first, in a two part series about things you shouldn’t do.

Organisations can benefit from volunteerism in the workplace by harnessing their people's spare capacity. But how do you get it right? Allow me to explain.

With their return-to-office (RTO) strategies, I see many IT firms take a passive-aggressive stance with their people. This, I fear, can be disruptive, in an industry where people matter most.

I recently spent a couple of days in an office. That experience made me reflect a bit more about the tensions between remote work and the role of the office. In this short post, I share some thoughts about the purpose and a potential future for the office.

In large organisations, it’s tough for a small team to cling to its own subculture for too long. It’s not impossible to have an ‘async island of excellence’! It’s just hard. I want to use this post to reflect on the challenges your async-first team could face. In the process, I want to explain why it makes sense for the entire company to eventually go async-first.