After being in the shadows for years, knowledge management (KM) has suddenly taken on a much more prominent role as a key strategic function. This shift is mainly thanks to the rapid and widespread adoption of artificial intelligence across many organizations. There is a fantastic opportunity for KM professionals to make a real difference, but at the same time, organizations still grapple with some long-standing challenges that technology alone can’t solve.
We had some insightful and inspiring conversations during Knowledge Summit Dublin 2025. From those lively sessions, three main ideas stood out, and they’ll influence how we approach knowledge management in the years ahead.
Shifting Views On AI And Knowledge Management
The summit shared some exciting insights about how organizations are changing their views on knowledge management and AI. Many speakers highlighted that successful AI projects depend on having a strong foundation of knowledge, something that’s often overlooked when people think that AI can just be plugged into existing systems. They also discussed how AI is seen differently, as a handy tool or as a key part of a strategic transformation. Organizations that treat AI as part of a bigger plan tend to do much better than those that see it as just a tool. For example, one speaker pointed out that “54% of all AI projects fail at the pilot stage,” mainly because they fail to establish the proper knowledge and information structure from the start.
The summit also brought up a fascinating paradox. While generative AI aims to make organizational knowledge more accessible to everyone, it also shines a light on weaknesses in current knowledge databases. A tech leader mentioned that AI systems are “only as good as the content” they analyze, so taking care of knowledge curation and validation has never been more critical.
Attendees shared some inspiring success stories where organizations invested time in organizing content, improving metadata, and streamlining workflows before deploying AI tools; these steps made a big difference. On the other hand, failures often stemmed from rushing into AI deployment without addressing core knowledge management principles.
Lastly, the discussions touched on a significant concern: cognitive offloading. When we rely too much on AI, it can weaken human skills, affecting not just how we find information but also how we make decisions. This raises important questions about how to keep human judgment sharp in workplaces that are increasingly supported by AI.
The People And Culture Foundation
Even with the exciting focus on new technologies in organizations today, everyone at the summit kept coming back to the importance of culture in making knowledge management successful. Companies tend to appreciate employees for what they know, but authentic knowledge sharing asks us to value what everyone is willing to share. This can create some natural resistance, as hiring, promoting, and rewarding staff based on their individual expertise sometimes conflicts with the idea of shared knowledge. When employees are asked to contribute their expertise to shared systems, they might see it as a threat to their professional worth.
The summit underscored that overcoming these cultural hurdles calls for a big-picture approach that goes well beyond just installing new tech. To truly transform how knowledge is managed, organizations need to develop new ways of measuring performance, rewarding people for sharing, not hiding, knowledge. Hiring practices should focus more on teamwork skills, and incentive programs should celebrate group achievements rather than just individual success.
Trust emerged as the secret ingredient for cultural change. Without believing in the organization’s good intentions and leadership’s dedication, efforts to promote knowledge sharing are likely to fall flat. The summit repeatedly pointed out that “AI will never build trust,” reminding us that genuine knowledge transfer still depends on human connections and face-to-face interactions, a point that is especially important as workplaces become more digital.
For successful cultural change, organizations should identify and support passionate advocates, those natural champions who exemplify cooperation and a willingness to share. These individuals can serve as inspiring proof points and champions for broader change, helping to overcome resistance and showing the real value of investing in knowledge management.
Tacit Knowledge Is The Hidden Asset
The summit’s most exciting theme was all about storytelling as a way to share and understand tacit knowledge. These discussions showed a deep understanding of how we transfer knowledge. Instead of just sharing information, good knowledge management should inspire new questions and ideas. This approach recognizes that learning often sparks innovative thinking and creative solutions that go beyond the initial information.
Social media platforms such as TikTok are perfect examples of powerful knowledge transfer in action. The quick, genuine, and interactive nature of social sharing is very different from traditional company methods that rely on formal documents and structured databases.
The summit also explored new ways to capture this hidden knowledge, including AI-powered mentor systems that use Socratic questioning to help people recognize and express knowledge they have but struggle to articulate. These innovations move beyond traditional knowledge management, focusing on discovering and developing knowledge rather than just storing it.
The storytelling theme also looked at the important issue of transferring knowledge between generations, especially as seasoned workers with decades of experience approach retirement. Organizations need to find ways to capture this valuable knowledge quickly while also creating fresh strategies that resonate with younger employees who think and learn differently.
The Next Phase
Knowledge Summit Dublin 2025 showcased an exciting moment for the profession. With AI rising and competition intensifying, the importance of knowledge management has never been more vital. Yet success truly comes from organizations being willing to embrace deeper cultural and human aspects that influence whether knowledge flows smoothly or gets held up.
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