Knowledge management at the service of knowledge capital

There are some assets we measure, track and value with care. Equipments, patents, treasury. But there’s another, less visible, rarely recognized on the balance sheet, but nonethelss decisive for an organisation’s competitivity: its team’s knowledge capital.

This topic was the center of the invitation that led Ferréol Mayoly, TAKOMA President, and Samuel Dedieu, Deputy Managing Director, to the BFM Business studio, in Vision d’entreprise, a show released on the 9th of March 2026. They displayed a conviction forged from twenty-five years of supporting companies: that knowledge capital is the forgotten figure in business strategy – when it’s precisely there that major competitivity battles get fought. 

It’s the technician that instinctively knows why a machine strays at the end of the day. The business manager that knows, without ever formalizing it, which arguments hit home against which client. The project manager who’s integrated over the years, the subtleties of a process no one has ever really documented.

This knowledge exists in every company. It’s often what makes them truly different. But it remains too often prisoner of the individuals who possess it  – which makes it vulnerable. Vulnerable to turnover, retirement, reorganisation.

At TAKOMA, we call that knowledge capital. And for over twenty-five years, our job has been to help companies make it visible, structured and transferable.

Gathering, transforming and transmitting

First off, gathering: going to collect knowledge where it’s located, mainly in expert minds. It’s detective work, almost ethnographic, undertaking that requires a systematic approach and patience. The most precious knowledge is rarely the one that’s already written down.

Then, transforming: structuring that raw knowledge to make it useable. Captured information that remains in a shared folder is useless. You need to format it, contextualise it, make it accessible.

Finally, transmitting: make sure that the knowledge reaches those who need it, at the right time and in the proper format. That’s where training programs, documentation tools and onboarding programs come in.

This trio is at the heart of TAKOMA’s work – and that’s what the Group means by the expression knowledge engineers.

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Training: an investment that requires knowing what to train for

One of TAKOMA’s historical activities is the design of training programs. Face-to-face, digital, virtual reality, blended learning, training catalogs (FR): the Group mobilises the most pertinent modality for each context. But in the end, the format isn’t the key question. 

The real one is: what do we train for?

Training without first identifying the knowledge that’s truly critical for the activity is a badly aimed investment. That’s why TAKOMA’s role is always upstream: with a collection and knowledge mapping phase, before starting design and content production.

AI and knowledge: a conditional opportunity

Yes, Artificial Intelligence can change things in knowledge management. It can speed up information requests, suggest content, personalize training programs. 

But it’s only worth the knowledge it’s fed. An AI fed on incoherent, incomplete or badly structured data won’t make a situation better – on the contrary, it’ll make it worse, at high speed and on a large scale. 

Before deploying AI based on their internal data, companies need a solid base. A reliable knowledge corpus, that’s both structured and well-maintained. That’s the entire strength of a thought-out, efficient knowledge management strategy.

That’s what TAKOMA helps to build – and that’s precisely what makes the Group pertinent in this current context.