Last week, I had one of the most stressful travel experiences in a long time. My flight got cancelled just a night before the actual travel.

By the time I checked other flights the next morning, every seat was either gone or priced sky-high due to the sudden rush of passengers scrambling to rebook.

Standing in that moment — trying to make sense of the chaos — one thought kept circling in my mind:

How did such a predictable disruption catch a major airline unprepared?

As a Knowledge Manager, I couldn’t help but analyse the situation through a KM lens. What I experienced wasn’t just a cancelled flight — it was a direct outcome of missing KM structures, weak cross-functional alignment, and the absence of institutional learning.

1. Forecasting Failure: Where Was the Knowledge of Patterns?

Airlines operate with cycles, trends, and historical patterns. Crew-rest rule changes, seasonal peak loads, airport congestion — all of these are known well in advance.

Yet IndiGo ended up cancelling flights due to crew-rostering gaps that could have been predicted months, if not years, earlier.

A strong KM approach would have enabled:

• analysis of past disruptions
  
• modellng of “what-if” stress scenarios
  
• predictive rosters for new regulations
  
• early indicators for staffing gaps
  

All of which should have triggered corrective actions before passengers like me faced last-minute chaos.

2. Breakdown in Knowledge Sharing & Cross-Functional Awareness

The most visible failure wasn’t the cancellation — it was the confusion that followed. This is exactly what happens when operational intelligence is trapped in silos.

With a KM-driven cross-functional flow:

• Scheduling
  
• Crew Management
  
• Ground Operations
  
• Customer Service
  
• Airport Teams
  

...would all operate with real-time, shared visibility. Instead, the information trickled down in fragments — too late, too inconsistent, and too chaotic.

3. Missing Documentation & Regulatory Readiness

Crew-rest regulations didn’t appear overnight. Airlines had enough time to redesign rosters, plan hiring, and adjust schedules.

This requires:

• Documented compliance workflows
• Readiness checklists
  
• Workforce planning triggers
  
• Integrated planning reviews

The crisis revealed clear gaps in structured documentation and the absence of a centralised KM-led compliance calendar.

A strong KM system would have connected planning, rostering, hiring, and communication — all aligned with regulatory timelines.

4. Incident Response Without a Playbook

During the disruption, there was no cohesive plan or customer communication framework. No mention of how and when refund will be issued, no support calls of how they will assist in helping with alternate travel arrangements as their moral responsibility for leaving passengers stranded.

A mature KM-led Incident Response Playbook would define:

• proactive alerts
  
• rebooking protocols
  
• customer-handling guidance
  
• baggage coordination steps
  
• escalation workflows
  

This would have ensured passengers were supported with clarity and care — not left navigating the chaos alone.

How KM Can Transform Aviation Reliability

As I tried to cope with the inconvenience, the parallels became clear:
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This wasn’t just an operational failure — this was a Knowledge Management failure.

When KM is weak, even predictable events turn into crises. When KM is strong:

• Forecasting is accurate
  
• Communication is proactive
  
• Teams stay aligned
  
• Customers trust the system
  

Aviation is too complex to operate without a robust KM backbone.
And this experience reminded me why KM isn’t just an internal capability — it directly shapes customer journeys, brand perception, and organisational resilience.

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As we step into 2026, one thing is clear: Knowledge Management needs a reset — not because the current framework is failing, but because the way people work, connect, and learn has completely transformed.

KM thrives when systems, people, and intelligence flow together. And that flow cannot exist without technology and the human component through communities, networks, experts, mentors, and everyday contributors.
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1. Reshaping Systems: From Repositories to Living Ecosystems

KM systems must evolve into living, breathing ecosystems that adapt as fast as work does.

In 2026, the shift will be toward making knowledge and the people behind it — easy to find.

• Designing human-cantered KM experiences
• Moving from “store & search” to “sense & respond” knowledge journeys with the AI integration
• Simplifying interfaces so knowledge feels intuitive
• Letting systems adapt based on real user behavior
• Building pathways where people and expertise are just as discoverable as content
  

2. AI as a Partner, Not a Tool

2025 opened the AI door for KM. 2026 is when AI becomes a true co-pilot in how we curate, manage, and deliver knowledge.

AI will enable KM teams to:

• Automate tagging and metadata
• Identify content gaps before users feel them
• Personalize knowledge flows to roles and contexts
• Transform search into a conversation, not a query
• Generate content drafts, summaries, and reusable assets
  

Bottom line is that AI will amplify human expertise — not replace it. It will free experts from repetitive work so they can focus on guiding, mentoring, and enabling.

3. Redesigning the Way We Operate KM

KM isn’t evolving only through systems — it’s evolving through people who learn, unlearn, and adapt together.

Operational priorities for 2026 include:

→ From custodians to orchestrators

KM teams will be designers of experiences, not just managers of content.

→ From repositories to networks

Knowledge must flow through people, not just documents.

→ From governance to enablement

Creating a culture where contributing is natural, not burdensome.

→ From one-time training to continuous capability building

AI nudges, micro-learning, and role-based learning journeys.

4. Strengthening People Networks & Centers of Expertise

In 2026, the most successful KM programs will invest in people networks as much as they invest in tools.

This means building:

Centers of Expertise (CoE)

Where experts are visible, accessible, and equipped to guide teams with clarity and consistency.

Mentorship Networks

Connecting experts with learners to accelerate role readiness, confidence, and knowledge absorption.

Buddy Programs for Upskilling

Creating a safe, informal pathway for people to ask questions, learn workflows, and build skills quickly.

Communities of Practice

Where people solve problems together, share patterns, and convert tacit knowledge into reusable assets.

These networks will turn KM from a content-driven function into a people-driven capability engine — making expertise findable, approachable, and scalable.

In short, KM becomes a shared responsibility, not a siloed function.

5. 2026: Smarter Flows, Stronger Connections, Human Intelligence at the Core

2026 will not be about adding more technology; it will be about connecting what already exists — people, processes, expertise, and intelligence.

KM will thrive when:

• Systems feel intuitive
• AI lightens the cognitive load
• Experts are visible and empowered
• Peer networks support upskilling
• People feel connected through purpose, flow, and community
  

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Although many people have traditionally considered knowledge management and process mining as separate entities, some now recognize that the two have a synergistic relationship that enhances how organizations operate. What should professionals know when exploring these two topics and potentially combining them?

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Evaluating Knowledge Utilization and Sharing Within Organizations

People who understand the intersection of process mining and knowledge management can leverage their backgrounds to assess how individuals utilize and share their insights with colleagues. This exercise helps them find gaps and determine whether to address them with measures such as additional training.

When executives are aware of their workforce’s knowledge, they also have more flexibility to move people to other departments or invest in their personal development after learning about untapped talent or skills.

Process mining centers on recognizing, monitoring and improving current workflows. The more people know about how things get done, the easier it is to make meaningful enhancements that boost productivity and achieve other meaningful outcomes. Many companies have done so by utilizing technology, such as robotic process automation (RPA).

Experts predict that the RPA market will exceed $13 billion by 2040. One reason for this anticipated growth is that people using this technology can automate repetitive processes, allowing workers to focus more on value-added tasks. Process mining can reveal the best tasks to automate, while knowledge management facilitates smooth tech adoption by identifying the individuals best equipped to guide it.

Combining knowledge utilization and process mining also highlights opportunities for individuals to share their expertise beyond offering occasional tips during conversations with colleagues. Some organizations face a complicated problem once leaders realize that too few individuals possess the knowledge to run a department, interact with a specific application or oversee a particular process. If that happens, prolonged absences caused by illnesses, vacations, pregnancy and other matters can seem catastrophic due to the lack of preparedness they highlight.

Making the Right Knowledge Available at the Right Time

Although temporary absences pose challenges, planned retirements can be even more disruptive if decision-makers do not plan for them to prevent unwanted outcomes. For example, 2024 statistics showed 289,000 food manufacturing workers in the United States were between the ages of 55 and 64. Because many of them work in highly efficient plants filled with specialized machinery and processes, now is the time for executives to start planning how they will handle the departure of those employees due to retirement.

Structured mentorship and apprenticeship programs are ideal for pairing seasoned professionals with newer workers. Those arrangements create a mutually beneficial relationship because veteran workers can share their knowledge, while those newer to their careers also have skills to share. Several likely relate to technology, especially since many younger generations grew up around more devices and consider themselves digital natives.

Process mining can reveal which skills newer workers need most before the retirees depart, while knowledge management shows which departments or teams urgently need dedicated programs to facilitate knowledge transfers. That is especially valuable in tightly regulated industries, such as banking. Many financial institutions have cash management services for businesses. Those entities offer numerous security tools and account features to provide visibility and control over users’ accounts. Process mining enables bank representatives to skillfully engage with new and existing customers, regardless of their business or industry.

Integrating Process Mining and Knowledge Management Initiatives

Decision-makers interested in blending process mining and knowledge management should first explore the use of tailored technologies to achieve their goals. Data analysis is highly valuable for tracking trends and setting key performance indicators to monitor over time. Such tools can also highlight the return on investment for programs like educational or mentorship initiatives. Some leaders also incorporate insights gained from an artificial intelligence course into their workflows when prioritizing these two areas. By doing so, they can achieve process intelligence, which further shapes and strengthens their knowledge management goals.

Collaboration and a continuous focus on improvement are also essential for optimizing process efficiency and knowledge utilization across organizations of all sizes and types. Listening to ongoing feedback from employees and other stakeholders will help leaders understand what is working well and which areas need particular attention for the best results.

Creating a program dedicated to how people acquire information after joining an organization facilitates knowledge management and process mining by establishing more consistency in training methods, topics covered in training, and the mechanisms used to encourage employees' confidence as they learn about new machines, platforms or workflows.

Bringing Process Mining and Knowledge Management Together

All successful changes require time and dedication. Individuals who have traditionally viewed process mining and knowledge management as separate domains should be patient with themselves when integrating the two. Real-life examples show how and why doing so pays off. Individuals can also motivate themselves by setting specific goals to achieve. Making them challenging but achievable facilitates progress.

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The Knowledge Management (KM) Officer is a conductor of an organization’s collective intelligence. Their principal role includes ensuring that intellectual capital is effectively stored and organized so it flows freely to members when needed.

However, issues arise when people hoard information out of fear of becoming less valuable to the company. Some also feel that sharing is a role secondary only to their main responsibilities. This leads to departments operating in silos, resulting in delayed decision-making and slow progress. How do KM leaders start a culture of contribution that’s instinctive and visible?

The Case for a Contribution-Driven Knowledge Culture

A culture of contribution is rooted in shared value. It builds an organization’s collective intelligence and reduces errors when expertise gets passed around and doesn’t leave with individuals should they exit. It also gives the participating person a sense of purpose when they see their work making a difference, either as an excellent model worth emulating or a success that advances outcomes.

The opposite culture, where knowledge is hoarded or guarded in fear of losing power, creates operational drag. Studies show that people often keep information to themselves because of both workplace conditions and personal attitudes. This occurs when there’s excessive competition, time pressure or office politics or when leaders prioritize their own interests. On an individual level, employees may withhold data if they feel insecure, lack trust in others or believe sharing could harm their position.

Data has become the world’s most valuable asset and possessing vital information can make individuals feel important and irreplaceable — much like when only one person can perform a complex task that others have been unable to complete because of their unique knowledge.

As a result, teams are forced to start from scratch when information should have been accessible from the outset. Critical knowledge held by top performers who keep it to themselves often disappears during turnover, leading to duplicated efforts and limiting opportunities for improvement drawn from prior experiences. If this organizational atmosphere sounds familiar, the company may be ready for a cultural shift, especially since 75% of workers view collaboration as vital to their work.

Leadership as the Kickstarter of Contribution

Higher-ups cannot expect members to act when armed only with a framework but without a visible model to learn from. They must be the first to actively promote the cultural shift to send a strong signal that contribution is the standard, expected and ingrained in company culture.

Only one in three leaders can confidently say that their last initiative achieved the level of adoption they aimed for. However, the more bosses talk about changing culture without showing it in action, the more performative it feels to those they lead. Hence, they must talk the talk and walk the walk.

Practical leadership behaviors include strong communication initiatives such as:

●  Structured knowledge-sharing rituals such as weekly insight exchanges or retrospectives. These provide rhythm and reliability to collaboration.

●  Reflection sessions, where teams record what succeeded and what did not, ensure that experiential development becomes institutional learning.

●  Leading with vulnerability, where executives discuss their own challenges and learning curves. This normalizes openness and gradually eliminates the fear of being wrong.

These practices reposition KM from a guide on the side to an actual leadership initiative that produces measurable results, rather than an administrative vision that lacks concrete application.

Knowledge management should be gradually woven into daily routines, rather than expecting members to adapt immediately. Culture change initiatives typically take anywhere from 18 to 36 months to gain traction, depending on the scope and depth of transformation being pursued.

How to Design Systems That Enable Contribution

Behavioral change requires an environment that removes friction from sharing. When information exchange is cumbersome or poorly recognized, participation declines regardless of intent. A KM officer’s decisions, such as those on platforms, workflows and governance, can directly influence contribution quality and frequency.

1. Establish Collaborative Infrastructure

Create a digital environment that serves as the organization’s digital memory, utilizing tools such as intranets, shared drives or knowledge hubs. This allows the KM officer to avoid manually entering every piece of information into the network, as the team already has a virtual front door where members can access up-to-date policies and resources.

2. Organize Knowledge for Easy Access

Information overload can weaken the value of knowledge management, especially when files are dumped in a single folder or drive. Team members produce output daily, which can easily become overwhelming. Here’s what KM managers can do to keep everything labeled and sorted:

●  Keep shared information structured and searchable.

●  Tag and categorize files so employees can quickly find what they need without wasting time sorting through clutter.

●  Regularly review and update content to ensure accuracy and relevance.

3. Integrate Knowledge-Sharing Into Workflows

Adding knowledge-sharing prompts to tools like project management or CRM systems encourages real-time exchange, allowing insights to pour naturally as work happens. Make output uploads a standard part of the workflow and establish clear, straightforward protocols for doing so. This supports smoother adoption and consistent participation.

Reinforcing Contribution Through Recognition

Recognition remains one of the most effective drivers of sustained participation. Employees who see their input acknowledged through awards, visible mentions or integration of their ideas develop a sense of ownership in organizational outcomes. It’s also important that praise highlights impact rather than volume. Focus on how shared insights improved a process, reduced costs or supported decision-making.

Continuous development also reinforces contribution. Providing micro-learning modules, peer sessions or mentorship channels signals that expertise exchange is expected and supported. When skill-building opportunities are tied to knowledge-sharing behaviors, employees perceive direct personal benefit in participating.

Build and Enduring Knowledge System

A culture of contribution thrives when leadership models openness, systems make sharing effortless and recognition reinforces participation. For KM officers, the real measure of success lies in how well knowledge flows across people and processes, turning individual expertise into collective intelligence that strengthens the organization’s endeavors.

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When an employee exits or retires, they take with them years of client insights, relationship nuances, and lessons learned the hard way. While formal handovers usually cover project details, the subtle but critical elements — like client preferences, unwritten rules, or effective communication styles — are often left behind. The result? The new hire spends weeks, sometimes months, rediscovering what someone else already knew.
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This is where Knowledge Management (KM) plays a pivotal role. Onboarding and offboarding should not be treated as separate checklists but as two halves of the same cycle — a continuous flow of knowledge where every exit fuels the next entry.

Offboarding: Capturing Tacit Knowledge

A structured offboarding process goes beyond handing over documents. It includes:

• Exit Knowledge Interviews: Capturing what worked, what didn’t, and the “if I had known earlier” moments.
  
• Client Preference Sheets: Insights on tone, style, and relationship nuances.
  
• Tacit Capture Formats: Quick video walkthroughs, shadowing sessions, or personal notes.
  This ensures that knowledge is not lost but packaged for reuse.
  

Onboarding: Enabling Faster Ramp-Up

For the new employee, onboarding should mean more than reading policies. They need context, connections, and clarity. This can be enabled through:

• Role-Specific Knowledge Packs with client history, deliverables, and FAQs.
  
• Buddy/SME Connects to clarify unspoken rules.
  
• Knowledge Walkthroughs of captured insights and recordings.
  This approach accelerates productivity and reduces training overhead.
  

The Shared Interface: A KM Hub

A central repository — whether on SharePoint, Confluence, or a KM portal — should host all transition knowledge in a standardized, easy-to-search format. Paired with templates like handover checklists and preference sheets, it becomes the single source of truth for smooth transitions.

Closing the Loop

What makes this cycle sustainable is a feedback loop: new employees update the pack after their first 90 days, ensuring that knowledge remains current and relevant. Managers and KM teams can track adoption and measure success through reduced onboarding time, fewer repeated errors, and smoother client continuity.Onboarding and offboarding are not one-off events. They form a continuous KM lifecycle. When integrated well, this cycle transforms employee transitions from a reset button into a relay baton — ensuring that knowledge never leaves the organization but keeps moving forward.

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