Your KMS has a taxonomy. Your enterprise does not.
Why the semantic layer I spent years dismissing turns out to be the thing missing everywhere else.
16 articles
Why the semantic layer I spent years dismissing turns out to be the thing missing everywhere else.
What happens when AI lets you build faster than you can decide what you're building.
Why keeping your product consistent matters more now that decisions happen faster with AI.
Understanding the Quality-Speed-Cost trade-offs that make AI "success" impossible to standardise.
You pointed your AI at SharePoint and now it's confidently wrong. Why? Because you don't have a knowledge base. You have a filing cabinet. And until you understand the difference between a document repository and a KMS, your AI project is retrieving the wrong things, faster, at scale, with confidence.
A legal dispute, a standard fifteen-minute evidence request, and the moment it stopped being standard.
The risk isn't that enterprise AI search tools don't work. It's that they work exactly as designed, for knowledge workers, not contact centres. When you use discovery infrastructure to do governance work, the permissions get respected. The governance does not.
What a partner conference revealed about the distance between AI marketing and what's actually running in production.
Why AI adoption has nothing to do with access, and everything to do with the one experience that changes everything.
What my grandfather's pickaxe, COVID restaurant pivots, and a teenager's dismissal taught me about every technological shift, and why this one has a shorter timeline.
Why both vendors and buyers underestimate complexity, and how to navigate out.
Six weeks from assessment to working AI pilot. Not perfect. Working.
What my empty dashboard taught me about shared understanding.
Why the group you'd instinctively choose is the one most likely to sink your pilot, and who to pick instead.
Why the invisible infrastructure nobody wants to build is still the foundation of success.
Organisations are excited about AI knowledge delivery. And terrified to actually use it. The paradox isn't a technology problem; it's a change management problem.