KM is a journey that starts the very first time we visit the firm’s intranet portal. Many colleagues have participated in contests, published white papers, or taken expert advice and tell us about checking out the KM portal. But the question is how many of us today know we have our very own customized KM page that shows us the last ten enquires we posted, the latest document we searched and related other information that can add value to our daily routing work.

There is a growing need to harness the true potential of KM and explore the different sections.

Some collaborative spaces are more individual in nature, others like War rooms, PDB are specific to group or projects. There is a growing need however for better awareness not just from the KM team to employees but more importantly managers who with proper governance can help resolve some of the challenges highlighted below.

KM as such is only a tool and must be understood effectively by an employee in applying it to improve his productivity. All the challenges have been shared by employees in accessing KM and I have used my experience and speaking to fellow employees to suggest an approach.

10 Top Challenges for Knowledge Managers to tackle

1. Information is available from multiple sources on Google. Today employees who adopt KM spend time finding the right documents but often face challenges with validation. 

This is more to do with a behavioural pattern for adoption. Today most of the information on Google is copyright and the employee would be willing to use a proven framework document uploaded on their KM portal, with the relevant guidelines on how to customize the framework available but what is lacking is who will validate the final document.

There is a need for creation of project champions in teams who can guide employees to use chat forums and publish their questions online to seek the right help to validate information.

2. Project wins need to be supported by the right resources. Today delivery managers are faced with the challenge of depending on resourcing teams to find a fitment as employee resumes are not updated.

During the tenure of an employee, he/she would have updated their resume at least once on a Resume Corner. The challenge is a resourcing team has their owned defined portal and process more importantly is based on the band of an employee. Today, many employees with cross functional skills are not updating their resume completely.

A "Managers corner" where constant reminders are sent should be present and a monthly dashboard sent to the BU Head to ensure employees frequently update their resumes highlighting any significant achievements. 

3. Many teams are doing similar projects as a part of the same domain and some of this work is being recognized but the success factors are not clearly captured completely while building a framework.

Key Wins are highlighted at a BU level and recognition is happening for talented performers who are motivated to build solution frameworks. Today organizations are looking at patenting these frameworks but there is a burning need for identifying trainers who can coach employees working on similar domain projects to identify the tenants of building a framework, more importantly executing it as per the project scope. Webinars are effective but not everyone prefers disclosing his identity in an open forum.

Communities of Practice should be explored more where Discussion Thread links are shared and content can be downloaded for analyses, questions posted, other sections of KM portal accessed such as an Expert Corner and RFP Corner. 

4. Consultants are mostly onsite and are facing a challenge with identifying themselves with the culture of the organization.

Most of the time employees use their time doing certifications, completing administrative work like bills submissions and if nothing just sitting at home.

There is a need for more effective capturing of time sheet data and aligning their time to contribute to knowledge sharing sessions like organizing sessions to new recruits , domain-based case study creations and more such that their tacit knowledge is of broader use and reference to the organization.

5. Not all employees know how to be smart workers using KM, mostly they cite accessibility, access rights permission denied and search not valid as reasons.

It is the responsibility of the manager to educate the employee on updating KM regularly. Most employees today have VPN access and are good workers, but the challenge is there is no proper governance established. If immediate managers see the benefits in the long rung motivating employees to share documents and review the same before uploading on KM can be a winner. Today most of the employee’s upload documents for compliance; they do not see the added benefit and recognition that comes if their document is referenced by another team member.

Contests must be expanded and recognize talent where documents mentioned in a Proposal by another fellow employee are recognized rather than the number of employees who have accessed it. 

6. Project Managers do not want their artifacts to be put on KM as most of the time this involves seeking customer permission. 

This is a challenge as the information must be reviewed and selectively edited by someone from the team. Most of the time project managers do not disclose the set of documents in the WSR document.

It should be made a practice where the WSR is reviewed and the number of documents uploaded tallied with the WSR, if any gaps are found valid reasons should be sort from the delivery teams.

7. An employee mostly reaches out to the KM team at the last moment and finds an answer. Today most organizationa have tools like Slack / Microsoft Teams other collaboration tools handy however these are stand-alone from the KM portal which has the ready templates, proposals of past projects, case studies and other information available. However, there are instances where there is a need for an international case reference, backdated reference documents and other such scenarios. It is important to do an online search, put a query or write to an expert all options worth exploring with KM portal. However, the problem is running against time will we get a response quickly?

The answer lies with the KM Team, as sometimes archived documents are not visible but that does not mean they are not present. It is important to ask your KM Champion and seek his recommendation on the best approach. 

8. Employee before leaving the project uploads all his documents on KM but in a hurried and haphazard manner such that it is useless. 

There must be a manager scorecard showcased at the QIC that merits the use of more frequent KM usage at a BU level. This does not have to be an extensive exercise and involve a lot of data collection and analysis.

Managers can make a choice and decide the type of documents that must be uploaded on a regular basis and drive compliance and quality rather than quantity.

9. When an Employee is on bench, he is spending hours giving interviews for new projects to be billable. Every employee is interested in his QPLC. Their efforts are always invested to tell their immediate managers of their billability and find suitable projects to be aligned to. There have been occurrences where an employee is not updated his manager or vice versa and this has led to billability not being achieved.

To resolve there has to be a BU level skill dashboard visible to all employees for open positions by band, competency and other parameters if an employee’s tenure in the project is nearing the project end term.

10. Customers are seeing better connect from senior management visits than survey feedback as the ownership is better managed.

Today review calls, escalation matrix is some of the ways customers are being given authority to get the right service from a partner. They are seeing value in ownership as many times senior management visits also are planned to resolve a problem in a timely manner. However, many times the customer is failing to acknowledge these initiatives and only remembers the issue at hand which impacts the CSAT.

It is important for clients to recognize that any problem is a time for due diligence and recognizing that a change is managed two ways. There must be a proper signoff and the customer aware that his feedback has been captured in the KM portal and would be used for future reviews to improve the service delivery.

To summarize I have aligned most of the suggestions around the three parameters below.

Employee Productivity

1. It is important employees do not always use KM for a last-minute information search but understand how to navigate KM depending on the kind of requirement.

2. Employees refer the BU dashboard regularly and plan well in advance for their next project. Update their resume with significant achievement that helps delivery managers identify their talent.

3. Managers drive employee to regularly access KM and the same is highlighted during QIC’s to ensure the organization is committed.

Employee Satisfaction

1. It is important employees see value from KM in their work being referenced rather than just the number of times it is accessed.

2. Many employees who do not prefer face to face interactions may be more comfortable using chat forums, WarRooms or even webinars where they type a question to the presenter. 

3. Onsite employees see value in taking knowledge sessions for new project team members, working on case study references, framework design and more for reusable artifacts.

Customer Satisfaction

1. Customers must be made more aware of the knowledge captured in KM portal. It is not just project artifacts but even review meeting minutes , senior management connect sessions and others are important. It is important senior management signoff happens and the feedback is captured on KM portal to ensure quality service delivery.

An effective Knowledge Manager

1. Should be visible to all employees in the BU through his actions rather than reactions. He must reach out informally as well and talk to fellow employees to relate information to them.

2. Learn two ways, spending more time with Project Champions helping employee know the merits of using the virtual KM world.

3. Know the customer’s pulse and drives information to delivery teams supporting them with data to make a winning impression or resolve conflicts. This cannot happen visiting the client place it has to be done informally using the relationship with the delivery or sales teams.

4. Represent the BU as their spokesperson, success stories are not always captured in case studies. An effective KM Manager should sell Knowledge to fellow employees.

5. Acknowledge helping employees in different time zones working on the same domain as many times timings may differ. Helping your BU employee service his customer better should be the motto of all Knowledge Managers, as their success is yours.

"All the world's a stage, and all the men and women merely players: they have their exits and their entrances; and one man in his time plays many parts, his acts being seven ages." - William Shakespeare

Ever wondered who the actors of a PLAY are when you are deploying a successful KM strategy? If you thought that it is only the Leaders who are the producers and who own the budget, then think again!

Today, there are the three categories we can put these ACTORS into:

1) Decision Makers : These are the stakeholders who are accountable and own the change at an enterprise , department, or team level. For example, the Leadership Team and their regional or geographic teams if KM is distributed model.

2) Influencers : These are key experts whose span of influence ensures the KM strategy is aligned to the culture of the firm. They are consulted with and at times responsible for coaching / mentoring the team implementing the change. For example, the HR collaborating with the Users who are early adopters of KM.

3) Implementers : These are the key to executing the change and are custodians of driving the outcomes and always ensuring that they advance those unclear on their KM needs to become believers. For example, the Champions working with the core KM team AND in-turn KM tram working with IT teams.

Past studies would tell you that Knowledge Management is an organizational need and yet it is inherent that most organizations discount how their KM strategy is aligned to the business strategy. One reason that comes to mind is how do we combine the culture + systemic design + user needs and equate it to designing KM systems around our business outcomes.

"The greatest deception men suffer is from their own opinions."
- Leonardo da Vinci

In the beginning of this article, we bucketed our actors into three categories. If you look at the above graphic, what does it call-out? We can further group the characteristics into the below. It tells you that before you build a KM system what becomes vital is to ensure you have agreed on a set-rule based policy of advancing KM within your organization; that encourages only certain behaviours that ensure knowledge is created - shared - used and harvested. It tells you that we also need to ensure we imbibe practices that encourage us to move from our Fixed Mindset to truly contributing to advancing information that is actionable and helpful to those in need of it, which is Knowledge.

Behaviours

• We ensure at an individual level we are clear on the user's unmet needs and ensure our KM team and Champions are working together to even challenge their own 'Fixed Mindset'. We need to provide them with the right budget approvals, empowerment to be decision makers in this journey as entrepreneurs and ensure they are rewarded for the softer aspects that lead to creation & sharing of intellectual capital.
• As leaders, we combine our own ‘Believer's Mindset’ and ensure through sharing of our own failures of adopting KM we encourage exploratory learning within our teams. We define how we want Knowledge Management to truly differentiate us.
• Ensure our teams have a 'Founders mindset' (social construct is not missing) to coach their teams and top-down we ensure workplace collaboration rather than advancing secret mission evangelists who are stand-alone heroes.

Practices

• It is important that workplace policies are aligned, and the HR manage knowledge gain-loss throughout the employee life cycle, including ensuring every event includes knowledge sharing to begin, which slowly encourages other leaders to come forward and avoid high-performance distance within their teams.
• Core KM team has a mix of diversity for ensuring there is no brokerage mindset within the champions and other influencers who are driving KM based on only how they are rewarded.

Knowledge

• Our systems need to be designed around epistemology of practice ensuring the IT team is not only considering the 'New Ways of Working' but ensuring that the right touchpoints are catered to codify the knowledge as it flows through the organization.
• Ensure ICT is at the core so we can ensure that everyone in the organization experience contributes to building an intuitive driven performance management system that advances how knowledge is truly an intangible asset that is a key differentiator.

In summary, we need to ensure we go beyond and ensure all our metrics are based around measuring employee engagement and employee effectiveness where the employee is not necessarily only the end-user consuming the knowledge.

So, let us all sign the petition to ensure we are clear on the critical KM touch points and partner with HR / and others based on the role they are playing for increasing adoption. 

Knowledge is an intangible organizational asset that needs to be managed like any other asset. It needs to be developed, consolidated, retained, shared, adapted, and applied so that workers can make effective decisions and take aligned actions, solving problems based on the experience of the past and new insights into the future. -  - Definition from ISO 30401 : 2018

One of my gurus in KM asked me it is unclear to many what is the difference between KM and KM systems. If we define this Problem Canvas, there can be many who relate it to a need to 'Connect' so there is access to the organizations most critical knowledge. Some say nee to 'Collaborate' where we ensure the knowledge flows from those who have it to those who need it the most.

So is there a need to build a KM system or can KM be driven through People Practices where we celebrate true moments that enables Knowledge Management. Let us just look at 3 examples as below to understand this thought more in principle.

It is important to have a KM strategy aligned to the organizational culture

Are you a leader who is a believer and who demands a sense of urgency from your team to merit knowledge sharing behaviours to ensure KM advances? A good example could be any pre-sales team which has a stand-alone KM system (one separated from the larger organization) which the leader continues to ensure his team makes more contextual to their group behaviours and ensures knowledge capture , reuse, and creation. Think aloud; have you experiences any such stand-alone systems in your organization that is your answer.

How to advance a user basis when tacit knowledge contribution is unclear

In many large organizations there are a few experts who have been given titles such as Technical Member of Staff to name one. These are practice leaders who are domain experts and who ensure that through their knowledge practice the CoE continues to ensure relevant industry practices are followed; aligned to solving some of the most complex business problems. There are also innovators who earn credits through the IP they create, and it is this that helps build or advance many domain systems and models that are differentiators in the market for their firm.

The relevant question we can ask is how many of these leaders have contributed to advancing the larger advanced knowledge systems such as GitHub which is truly a global standard for building world class software. So should we measure external knowledge practices and advance users in their careers as truly it's their personal brand that is helping advance the organization, think again you have the answer.

Users are asking for instant gratification moments

Knowledge must be 'well defined' to be 'well understood'. There is a need to have a KM policy , mission-vision statement, and a unified portal that we spoke about earlier that drives the culture. However, without a Central KM team who interacts and has Conversations with the Leaders, Teams, and the larger Community we would truly fail to recognize moments to ensure KM is 'well-acknowledged.'

So, I leave you with this thought. Get started on your Knowledge Management journey today and let’s ensure we are In Conversation with KM!

In recent years, knowledge management systems have changed business and customer success. And companies who don't want to be left in the dust need to start using new tools that can help them simplify complex data and develop better ways to store and access information to achieve better business outcomes instead of relying on bandaid solutions for an easy fix.

However, cracking the code to a new knowledge management technology is no easy feat, especially for large companies with massive data and endless amounts of information.

There are many software programs out there claiming to be the end-all tool that can help you manage your entire business strategy in a few simple clicks, but it's only half true.

The good news: There are programs that can genuinely help you manage your data and access it in a way that makes sense for your company but only if you know the right questions to ask and the best features that make sense for your company.

In this article, we're going to take a closer look at what knowledge management technology is and what it can do to help you better understand your customers, improve your internal processes, and how to take this technology to your advantage to see real and measurable results.

What is knowledge management technology and how do organizations benefit from it?

A knowledge management system is an IT solution that stores and retrieves information. Creating and developing an efficient KM system aims to enhance comprehension, collaboration, and process alignment to develop better strategies that achieve favorable business outcomes.

Knowledge management can also refer to technologies that allow businesses of all sizes to better organize, share, and capture information in a single platform. Examples include document management systems, content management systems, data warehouses, and customer relationship management (CRM) software.

The benefits of knowledge management technology for businesses can be summed up in three main areas:

• Improved Customer Understanding
• Better Internal Process Alignment
• Measurable Results

Improved Customer Understanding

One of the reasons organizations implement knowledge management systems is to better understand their customers' needs, requirements, and preferences. It also offers companies an in-depth view of how their customers use their products and services. The collected data could then be used to implement necessary adjustments to improve prior offerings or to come up with new ones. Improved customer understanding can also lead to increased customer satisfaction and loyalty.

Some examples of KM systems that help businesses better understand their customers include:

• Survey software
• Data collection tools for research purposes
• Analytics programs that generate a report of gathered customer data

Better Internal Process Alignment

Another benefit of using knowledge management technology is that it helps improve internal process alignment. This is essential to companies with different departments that need to share critical information easily and conveniently to initiate organizational change or make smarter decisions throughout the entire business process.

For many companies, the primary reason for utilizing such technology is to give managers access to the collective knowledge of data and insights stored in a single platform. While this is true, a KM solution also supports a collaborative learning workplace that enables the easy transition of information across different teams and platforms. In addition, this improved communication also allows for a more streamlined workflow, which leads to increased efficiency and reduced costs.

Some examples of knowledge management solutions that help businesses improve their internal process include project management software, recruitment systems, and training software.

Measurable Results

When different teams can access the right information at the right time, they're better equipped to make quick decisions and avoid unnecessary delays.

A company using a knowledge management system can learn more about their customers and apply those insights to better deliver on customer needs. Consequently, companies can better understand their existing and new customers, improve customer experience, sell more, and ultimately boost their profits.

How can knowledge management technology be used to improve productivity in the workplace?

There are various applications.

As a Research Tool

Employees can use knowledge management technology to increase productivity by using it as a research tool. By having access to all company data and insights in one place, employees can quickly find the information they need without searching through multiple folders or databases across multiple platforms and computers. This also enables managers to create and compile reports more quickly and efficiently.

As a Customer Relationship Management System

Second, employees can use knowledge management solutions by sharing information with each other easily and conveniently. When different teams within an organization have easy access to critical information, they can work more productively together. For example, customer service representatives can leverage this technology to share information with different teams to provide a better customer solution and improve customer success management. Some examples of CRM tools are Microsoft Dynamics 365, Salesforce CRM, and Zoho CRM.

As a Document Management System

When employees have easy access to important company data and insights, they can also identify issues faster, solve problems more easily and mitigate risks before they escalate. As a whole, they do their jobs more effectively without seeking approval or help from other departments. This allows them greater autonomy within the organization so that they can take on more significant projects, which ultimately leads to increased productivity across the board.

As an Intranet

An intranet is a corporate website where employees can access company information, communicate with colleagues, and manage projects. By having a central repository for all critical company data and insights, employees can find the information they need without searching through multiple folders or databases. This saves time and eliminates the risk of losing critical information.

As a Data Warehouse

Data warehouses combine data from various sources into a single, centralized, consistent data repository to aid in data analysis, data mining, artificial intelligence (AI), and machine learning. Extracting information from these repositories allows businesses to extract insights and customer patterns that enable executives to make data-driven decisions.

As a Content Management System

A content management system (CMS) enables businesses to manage digital content creation, editing, publishing, and deletion. A CMS typically provides a user interface and tools that allow non-technical users to create and manage website content without learning how to code. This is beneficial for businesses because it will enable them to update their site without coding skills easily.

As a Collaboration Platform

A collaboration platform allows businesses to easily share information, documents, ideas, and projects with each other online. These platforms are also known as enterprise social networks and enable employees to easily collaborate no matter where they're located or what time zone they live in. For organizations, it provides them the ability to increase employee engagement, retain top talent, and support a hyper-flexible workforce.

As a Decision Support System

A decision support system (DSS) is an interactive computer application that allows users to make better decisions by helping them gather, analyze, and understand data. DSSs are used in various industries, including healthcare, finance, education, and manufacturing. By providing employees with insights and data-driven decision models, businesses can improve their bottom line while reducing risks.

Now that you know more about what KM technology is and what it can do for you, let's understand how to choose the right KM system for your organization.

Building Blocks of a Successful KM Strategy

Before you can even begin to think about choosing a KM system, you need to understand your business goals and objectives clearly. Once you have that in place, you can then start thinking about the specific features and functionality you need to achieve those goals.

With that said, let's take a look at some of the features to consider when evaluating KM systems:

1. Accessibility and Ease of Use:

The interface should be user-friendly and intuitive so that the learning curve is minimal and adoption is quicker. It should also have a cloud storage feature, accessible from any device, whether it's a desktop computer, laptop, tablet, or smartphone.

Suppose your organization uses a lot of video and PDF files. In that case, you should also make sure that it supports this format or has an option to convert files and documents into searchable text for easier retrieval.

2. Data Integration and Visualization

Ideally, your KM system should have the ability to integrate with your company's existing data sources, including ERP, CRM, and HR systems. This way, you do not need to shell out additional funds for data integration and can get started using the system right away.

The system should also come with built-in reporting and visualization tools to easily see how your company's data is being used and what insights it is providing.

3. Analytics and Reporting

Your KM system should come with built-in analytics and reporting that allow you to see what information is most in demand, which projects are taking up the bulk of your employees' time, and how much money specific departments are spending on outsourced work.

4. Security and Compliance

Make sure that the system you choose has robust security features in place to protect your company's data. It should also be compliant with industry-specific regulations such as HIPAA and GDPR.

5. AI and Machine Learning Capabilities

The development of machine learning capabilities can give your KM system the ability to detect and classify relevant information for you automatically. With machine learning, you can have access to predictive insights and recommendations, which can help you better formulate winning sales and marketing strategies.

In other countries, AI and machine learning are used in the healthcare industry to identify repeat offenders and people with mental health conditions. Over the years, natural language processing (NLP) has also become more accurate, making it the perfect tool for handling unstructured data.

Jeff Bezos, CEO of Amazon, believes that AI will be the key to unlocking new opportunities for optimizing business processes, "Much of what we do with machine learning happens beneath the surface. Machine learning drives our algorithms for demand forecasting, product search ranking, product and deals recommendations, merchandising placements, fraud detection, translations, and much more".

Cracking the Code of the Future

There is no one-size-fits-all answer when it comes to deciding to invest in a KM system. It depends on your specific business needs and what you hope to achieve with the system. However, by keeping the above features in mind, you'll be well on your way to making an informed decision.

The right KM system will provide business users with the information they need to streamline operations, reduce costs, support faster decision-making, increase employee engagement and productivity while enabling you to adapt quickly in a fast-paced marketplace.  

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In today's knowledge-driven economy, knowledge management is a powerful tool for any business. Knowledge management can help organizations be more efficient and productive by improving their information-sharing practices. However, without the proper tools, implementing this best practice can be inefficient and lead to lower productivity levels.

Knowledge management itself has the potential to benefit organizations in the long run, and it’s only fair that we take a look at the different kinds of technological tools that can help companies acquire and distribute information more effectively across all of their teams.

What is Knowledge Management and How Does it Benefit Businesses?

First off, let’s address the basics of knowledge management. Essentially, it's an organizational process that aims to use information more efficiently by centralizing access to all necessary resources required for success in a digital age where knowledge reigns supreme.

Knowledge management has three main components: sharing knowledge, creating new knowledge, and using existing knowledge effectively. Due to quickly shifting digital and customer landscapes, knowledge management can be difficult for many organizations. However, if you optimize your knowledge management processes, you can improve communication and collaboration among team members, make better decisions faster, and stay ahead of the competition.

Using the right tools is essential for your business to be genuinely effective when implementing new knowledge management strategies.

AI Tools That Advance Knowledge Acquisition and Value

Artificial intelligence (AI) is one of the most powerful tools at your disposal when it comes to knowledge management. AI can help you automate knowledge acquisition and make better decisions faster by understanding data and extracting it. It also helps employees avoid mindless, repetitive workflows while relying on automation to expedite processes and improve accuracy. Several different AI tools can be used for this, such as natural language processing (NLP), machine learning, and predictive analytics.

Each of these tools has its unique capabilities that can be used to improve knowledge management in businesses.

For example, NLP can help you read and understand the text more effectively. In addition, machine learning can identify patterns in data and predict future outcomes based on past behavior. At the same time, predictive analytics can determine which actions are likely to result in the best outcomes.

When it comes to knowledge management, AI is essential for acquiring and understanding knowledge quickly and efficiently.

Online Visual Tools That Improve Collaboration

Another knowledge management tool that is particularly relevant in today's digital world is online visual tools. Although this knowledge management tool isn't as complicated as AI, it can still improve communication and collaboration among team members by making information more accessible.

There are many different types of online visual tools available. Some examples include:

• Mind mapping software to generate clear, well-organized presentations for key messaging;
• Brainstorming tools like an online whiteboard and sticky note apps that allow team members to collaborate in real-time;
• Diagramming tools that help you to create and share flowcharts, process maps, and network diagrams;
• Photo editing tools that can be used to annotate images with text or symbols to improve communication.

All of these online visual tools are essential for making information more accessible and easy to understand when it comes to knowledge management.

Machine Learning and Natural Language Processing Uses

There are many practical uses for machine learning and NLP in your knowledge management processes. One of the most common examples is using knowledge management to improve customer experiences with chatbots and virtual assistants.

By leveraging machine learning, it's possible to build a more intelligent bot that can understand context, follow up on previous conversations, answer questions accurately without needing too much information upfront, etc. Furthermore, as AI becomes more intelligent over time thanks to machine learning algorithms, your knowledge base will become better at conversing naturally as well.

Using NLP effectively improves knowledge acquisition because the bot doesn't have to ask you repetitive or essential questions. Instead, it can learn from its mistakes and continue improving conversation flow organically over time through trial-and-error. This makes customers happier because they can get the information they need without waiting for a human representative.

In addition to chatbots, machine learning can also be used in other knowledge management processes such as knowledge tagging, data mining, and information retrieval. For example, knowledge tagging can automatically identify and tag important information in documents. Data mining can be used to find trends and insights in large data sets, and information retrieval can help you quickly locate the right piece of information when you need it.

These processes can significantly reduce repetitive tasks and improve knowledge management efficiency.

In Summary

Many different technological tools can be used to improve knowledge management in businesses. Each tool or technology has unique capabilities that can be leveraged to make knowledge acquisition faster, easier, and more accurate.

By incorporating these tools into your knowledge management processes, you can make knowledge acquisition and understanding easier than ever before while continuously supporting the success of your business.