How AEC Firms Maximize ROI by Prioritizing the Right Knowledge

I think from first principles perspective, you can't manage all the knowledge in your organization. Like, you just need to know that's not a reasonable objective. And so a lot of it has to be prioritizing what knowledge you choose to manage based on what's important to your company. So I gave the BWBR example about upskilling folks, but in other cases we see it might be that they've got some experts that are retiring and they feel like we need to transition what these folks know about what they work on and we need to start early, not with three weeks left as they're blowing out the candles. We're trying to like transfer knowledge or getting better at onboarding or improving quality. There's all these different things that could be the most important thing for an AEC firm. And the goal is to tie knowledge management to whatever that most important strategic thing is and see how knowledge management can help you move further, faster towards it. Some of it is this is why integrations are important. A lot of the data that we would want to pull in the synthesis already looked in other systems, so great. But I think that the trick of it, beyond prioritizing what and like doing integrations, is raising the value. We call it return on knowledge a lot. And so when people see that, okay, so if we do capture this, we're going to be able to access it and other people are going to be able to access it, we're going to be able to use it in all these other ways. They can do the math in terms of the ROI and realize it's worth a little bit more effort to get more return, whereas before it was a little bit more suspicious.