What do we mean when we say "obit my org ... and org my obit"?

• Ever wondered how much you don't know how to explain?

• Ever become frustrated when someone asks you what they should do — and you can't explain to them the "why", just the "what"?

• Ever become wary of taking mission-critical decisions on the basis of someone else's specialism — particularly when they can't explain to your satisfaction why you should act in this way?

• Would you like a way of understanding not only what someone says, but how they have reached that conclusion?

• And more than that, when someone leaves your company — or even when you do! — and you need their knowhow three years down the line, would it be useful for you to be able to access their deepest and currently unpickable insights for the most challenging of specialist and mission-critical needs, operations and decision-making processes ... but in their absence?

Ever wondered if you could ever prove what you know to anyone's satisfaction?

What could you do if everyone was able to easily create a "digital work obituary"?

A legacy everyone would remember you by?

• Grow with?

• Learn from?

• And finally ... be grateful for?

And how would you be remembered, if in this way you yourself ended up at the heart of your organisation's organisational brain ... forever?

What then?

A specialised worker leaves your company, either to work in another or simply to retire. Four years down the line, a serious challenge emerges, and everyone knows that the person who left four years before would have known exactly what to do. But it’s then impractical to ask and perhaps impossible — in the case of death or infirmity.

• Does the story above sound familiar?

• Do your specialists know how to communicate amongst themselves?

• Do they get things done? Of course!

• But do you understand how?

• Do they understand you?

Essentially, high-level domain expertise, acquired over many years, and at great financial and cultural cost to the company, has been mainly lost when the worker has left. Its proper capture would require systems able to both describe the procedural and unpick the arational, as well as access manageably and validate convincingly the mission-critical strategies which could be used in the future absence of the worker themselves.

• Are you ever worried when they give the impression they're unhappy at work?

• Does the thought of them leaving ever keep you awake at night?

Even if some effort has been made to retain that expertise before they left, it will probably only have described things the worker knew how to do, not stuff they knew how to think.

• Is any of this costing you time or money, do you think?

• If it is, could anything ever reduce this cost? Anything at all?

Step 1: co-discovery — a bespoke privacy- and secrecy-positive discovery ...

Real people, discovery engineers, skilled in many contexts at finding out the reality of human/human interactions, will:

• speak to your nominated staff one-to-one, from between a week to a month. Such conversations will be entirely private and entirely compatible with the demands of a normal working-environment;

• work together with your people to draw up a report on the content of the interviews;

• not communicate any of the content gathered during the discovery process until absolutely everyone is comfortable with actual content, tone, and implications.

Step 2: co-design — an open and collaborative stage ...

When the human-to-human truth begins to be shared, three teams will start to work together to create an initial course of action. These teams will be:

• first, the discovery engineers;

• second, people more specialised in finding solutions in the field of human/machine interfaces, interactions and instances;

• but most importantly, your people!

Step 3: co-delivery — a shareable, living, breathing organisational brain — delivered long-term at no extra cost!

Our two teams — discovery engineers and AI-like technology implementers — will always be in place, throughout the rest of all of our joint processes, as we continue to work with your people.

The outcome will be to deliver this: "digital work obituaries", entirely made-to-measure for your organisation.

A living, breathing, ongoing legacy for the future-presents of everyone in your organisation.

Ever.

OBIT MY . ORG - the solution to our collective and very individual challenges

We propose the creation of "digital work obituaries".

As the tools are first rolled out, people with significant operational and technical responsibilities will begin to capture and validate their intuition, arationality, high-level domain expertise, thinking without thinking, nous, and gut-feeling.

They will essentially be the pioneers in creating a new concept of knowledge management. And it's new because what we aim to validate is not what we already know how to explain, but — rather — what we know we can do particularly effectively ... but to date haven't known how to unpick to people outside our strict areas of specialism.

OBIT MY . ORG is a knowledge management and transfer workstream from Better Biz Me Ltd

It both obituarises your organisation ... as it organises your work obituary — your legacy, if you like.

A legacy which will put you at the heart of your company's future-present for the rest of its existence.

:-)

It delivers technologies of a newly inside-out AI-like nature — in corporate and other sophisticated organisational contexts, both — that support the ongoing, empowered, and empowering creation of what we've already termed "digital work obituaries":

1. It captures not only procedures but also ways of thinking.

2. This benefits future and present generations who work for your organisation.

3. It uses:

• a privacy- and secrecy-positive toolbox to help colleagues choose how to capture and share their high-level "thinking without thinking", whilst they still work with your organisation, and in completely supportive and reputation-safe spaces;

• bespoke AI-like strategies to help evidence and validate these ways of thinking, once the source of the ways of operational being, seeing, and doing have stopped working in the culture;

• evidenced and validated deep thinking from the inside-out: we don't propose that what you know should be inspected but gifted. You will be in control always.

Finally, in those organisations which prize safely vulnerable workplaces, know how to engender and maintain them, and have evidenced their commitment to the implications of such processes, there will exist the potential for:

• authentication against people profiles to ensure attribution and reward;

• the reducing of staff turnover;

• the improving of workforce retention; and

• the making it possible to reconnect with your people once they have retired from your organisation.

Why not explore a different way of managing knowledge?

1. Don't limit yourself to capturing what everyone knows you already know.

2. Begin to capture — and validate — what everyone will remember you knew when you're no longer around to help out.

3. Leave a legacy your organisation will benefit from, grow with and enjoy for years to come.

4. Stay at the heart of your company and colleagues' missions ... forever.