Where I think out loud about connecting ideas, making sense of information chaos, and why AI is just another tool in our eternal quest to remember where we put things.
There's a principle in physics called entropy. It says that systems naturally progress from order to disorder. Your organization's knowledge is no exception.
To successfully implement KCS, we must transform entrenched habits and cultivate a culture that values sharing. This is where the Fogg Behavior Model becomes an indispensable tool.
I've spent fifteen years building knowledge infrastructure and content programs across Microsoft, VMware, Blizzard, and the European Parliament. This is my playbook.
Medieval scribes were doing exactly this, 700 years before anyone coined the term 'hotfix.' And honestly, the way they went about it would make any Elven bookbinder in Rivendell proud.
The most sophisticated Artificial Intelligence is only as formidable as the data architecture supporting it. Without a unified 'cognitive brain,' the promise of autonomous agents remains theoretical.
In The Lord of the Rings, the Palantiri were powerful instruments that became conduits of misinterpretation. Why? Because they showed information without offering context.
The Knoster Model posits that successful change hinges on five critical elements: Vision, Skills, Incentives, Resources, and an Action Plan.
An ancient Babylonian complaint tablet: a delivery gone wrong, immortalized in clay. Centuries later, we can still read it. That knowledge survived.
Making something more efficient can actually lead to more use of it - not less. The same thing happens in the modern workplace with our productivity tools.
Ferrari has spent 90 years being consistent with Red. That consistency earned them the 'right' to disrupt their brand with Blue.
We're battling the very laws of the universe - specifically, the law of entropy - where without constant effort, our valuable organizational knowledge can degrade from an asset into a chaotic liability.
A staggering statistic: 65% to 90% of support incidents are repeats of previously encountered problems. By capturing and reusing knowledge, support teams can break the cycle of repetition.