When knowledge depended on just a few people
Before the advent of ISO standards, when a systematic and controlled approach to document management was NOT the norm, many companies, in certain areas, were at the mercy of the ingenuity, experience, and expertise of certain individuals.
People who, over time, aware of their “power” as the sole experts, established their own fiefdoms, doing as they pleased and running the “estate” however they saw fit.
Furthermore, aware of their “treasure” and out of sheer self-preservation, they would only share bits of knowledge on a case-by-case basis.
Only what is fair and necessary.
And whenever adversity strikes: “Don’t worry, I’ll take care of it.” Just in case…
Fishing for others, but without teaching them how to fish
“I’ll fish for you when you’re hungry, but it wouldn’t occur to me to teach you how to fish.”
And watch out!!! That said, they’re top-notch professionals and hard workers like no other. “Hats off” to their commitment, determination, and efficiency. “Give Caesar what belongs to Caesar.”
However, this approach is “bread for today and hunger for tomorrow.”
When Geniuses Retire, Too
We should realize that “this” isn’t Sildavia, and even these priceless “geniuses” eventually retire.
And that’s where—who would have thought?—all our troubles began.
Because when knowledge isn’t documented, shared, and managed, the departure of a key person can turn into a real organizational disaster.
What ISO Taught Us
ISO taught us to “write down what we do” and to audit ourselves to verify that we really “do what we write.”
And, although the first ISO standards were probably adopted to “sell more” than the competition, the truth is that implementing them “in-house” has made us accustomed to working with:
- document management,
- history of editions,
- distribution lists with controlled copies,
- document traceability,
- multi-criteria indexing to improve access to information.
Building a culture of documentation isn’t always appealing
And although starting from scratch without a culture of records management can be a real “pain,” with no apparent benefit, the reality is quite different.
Aside from working in one way:
- consistent,
- planned,
- methodical,
- controlled,
- collective,
What we end up with is that “knowledge” and “experience” also stay “at home.”
And may these transitions not turn into a cataclysm.
In addition, it facilitates progress by providing a true retrospective view.
Retaining talent and extending its value
And this doesn’t mean we don’t have to actively seek out “talent.”
Talent is essential to effectively support the “present.”
Simply put, good document management helps us preserve that knowledge and “extend” its benefits into the future. Because it’s not just about having brilliant people. It’s also about ensuring that their knowledge leaves a lasting impact, establishes a method, and ensures continuity.
It’s not about writing just for the sake of writing
It’s not about “writing just for the sake of writing.“
This isn’t “by weight.“
Investing in “content” is essential.
Don’t write too much. And don’t write in a literary style.
But rather in the following way:
- Clara,
- concise,
- In short,
- practical,
- understandable.
So that anyone—even someone with no background in the subject—can understand it and, why not, follow it and put it into practice.
Integrated Management Systems as a Reflection of the Company
Integrated Management Systems are no small matter, and we must invest in them.
Not to make excuses.
But rather so that we can “recognize” ourselves at any moment.
