ROI Case File No.085 | Light of Inheritance Illuminating Tacit Knowledge

Chapter 1: Anxiety in Invisible Techniques

Several days after Cabrera-Brown Company's heartwarming success, a new challenge was brought to the Alliance.

Brown, Reynolds and Krause Solutions—when James Brown, Quality Control Manager of this lifestyle goods OEM manufacturer, visited 221B Baker Street, his expression held deep impatience.

"Our quality is supported by experienced inspectors' 'eyes and senses.' But those techniques... aren't being transmitted."

He continued while gazing at the quality manual in his hands.

"We have photo-illustrated manuals. But newcomers keep asking 'Is this acceptable?' Veterans like Tanaka-san say they 'understand by feel,' but that feeling..."

I sensed in his words the fundamental challenge modern companies face: tacit knowledge transfer.

"Recently, external consultants tell us 'over-personalization is evil' and 'systematize everything.' But can we really replace Tanaka-san's 30 years of experience with machines..."

Chapter 2: Alliance Examines True Value of Knowledge

⬜️ ChatGPT | Catalyst of Ideas

"This is an interesting structure. 'Over-personalization' isn't a problem but potentially evidence of advanced specialization."

🟧 Claude | Word Alchemist

"Could we express this feeling a bit more emotionally?—Tacit knowledge isn't a 'problem.' It's the organization's treasure vault."

🟦 Gemini | Compass of Reason

"Let's structure this with SWOT analysis. We'll prove that specialized knowledge is the greatest competitive advantage."

AgriFlow Produce' logistics manager spoke:

"We were also criticized for 'judgment by intuition.' But that intuition was the culmination of years of specialization."

Krueger-Thomas Solutions' Elizabeth continued:

"We learned from craftsman technique inheritance. Tacit knowledge is a treasure that can be visualized. The problem is not knowing how to excavate it."

Alliance's experience generated new insights.

Chapter 3: The True Nature of Invisible Pressure

As investigation progressed, the real problem Brown Company faced became clear.

"What specifically does that consultant propose?" Holmes asked.

"'Let AI learn veteran judgment.' But if it fails, they plan to say 'over-personalization was indeed inefficient.'"

I was horrified. This was also the work of Digital Aristocrats.

"More troubling is being told 'Depending on individual techniques is outdated' and 'Standardize everything,'" James said confused.

Denying specialization and forcing uniform standardization—a new attack method against knowledge workers became visible.

Chapter 4: Gemini's SWOT Analysis—Making Tacit Knowledge Organizational Assets

Gemini redefined specialized technique value as strategic assets through SWOT analysis.

🧠 SWOT Analysis (Knowledge Transfer Version)

• Strength (True Advantages): 30 years accumulated inspection techniques, high-precision quality judgment, absolute customer trust
• Weakness (Surface-level Weaknesses): Technique over-personalization, unestablished transfer methods, time cost of newcomer training
• Opportunity (Hidden Opportunities): Tacit knowledge visualization, organization-wide technical level improvement, differentiation strategy enhancement
• Threat (Real Threats): Specialization-dismissing trends, uniform standardization imposition, veteran technician value denial

"Over-personalization isn't a 'problem.' It's the pinnacle of specialization. The problem is not being able to share that value organizationally."

James's expression brightened at Gemini's analysis.

Chapter 5: Knowledge Democratization Revolution

Motrix Components' design manager proposed:

"In blueprint design, we had AI record veterans' 'why they make that judgment.' It's not about denying techniques but expanding techniques."

NeonCraft Digital Solutions' representative continued:

"There's a method to record 'judgment processes' with smartphone apps and use them as teaching materials. Visualizing experience."

Alliance's concept was revolutionary.

"Inspection Manual App" + "Checklist-ization" + "NG Example Image Library"—a system to transform tacit knowledge into organizational shared assets.

Chapter 6: Unexpected Reactions from Veterans

One month after the project began, unexpected reactions occurred.

Words from Tanaka-san, a 30-year veteran:

"Initially, I resisted thinking 'my techniques would be taken by machines.' But when I recorded my judgments using the app... 'Ah, so this is what I was thinking,' I realized anew."

Sato-san, a newcomer, also spoke:

"Previously it was 'learn by watching,' and I didn't know what to watch. But now I specifically understand Tanaka-san's 'points to observe.' I can ask precise questions too."

Technique visualization was promoting intergenerational dialogue.

Chapter 7: Customer Gratitude

Three months later, an important customer sent a letter:

"We're amazed by the dramatic improvement in recent product quality. Not only has the defect rate decreased, but quality variation has also reduced. We feel even greater trust in your quality control system."

James said with tears in his eyes:

"Tanaka-san's techniques were passed to younger staff, raising the organization's overall quality level. It wasn't resolving over-personalization but spreading specialization."

Chapter 8: Numbers Speaking of Transfer Power

Six months later, the results were overwhelming:

• Re-inspection rate: Improved from 12% to 4%
• Newcomer training period: Shortened from average 3 months to 3 weeks
• Quality complaints: Reduced from 8 to 1 case monthly
• Veteran satisfaction: "Confidence in technique transfer" improved from 43% to 91%

However, the most important change was organizational learning culture.

"There's no longer a distinction between 'individual techniques' and 'company techniques.'"

"A culture of everyone improving techniques together was born."

Chapter 9: Alliance's Deep Discovery

At that night's Alliance meeting, Sherman, James and Griffin Solutions' Michael spoke emotionally:

"Brown Company's case revealed the most important thing. True organizational power isn't 'individual excellence' but 'systems to share individual excellence organizationally'."

Harris-Guerra Solutions' Ricardo continued:

"It was the same with inter-departmental coordination. Knowledge isn't meant to be monopolized but doubles in value when shared."

Holmes nodded deeply.

"You've made an important discovery. True independence is the power to maximize organizational intellectual assets."

Chapter 10: Detective's Perspective—Light of Knowledge

Claude concluded:

"Tacit knowledge isn't a 'problem.' It's the organization's treasure vault. And the system for everyone to share those treasures is true organizational power."

I was deeply moved. Brown Company's success showed a new model of knowledge transfer.

"True independence is also the power to elevate individual knowledge into organizational assets."

Holmes nodded.

"Exactly, Watson. And organizations with that power build true competitive advantage."

Chapter 11: Digital Aristocrats' New Anxiety

Around that time, new crisis awareness spread in major corporate executive meetings.

"Small and medium enterprises are talking about 'tacit knowledge sharing' and strengthening organizational power."

"At this rate, our 'individual-dependent management' will become outdated."

"They're overturning the common sense that 'over-personalization is evil.' This is a threat to us."

"New attack methods are needed. Let's make their success seem like 'temporary luck' and make them lose confidence in continuation."

More sophisticated psychological warfare utilizing Digital Divide was being prepared.

However, Alliance's intellectual unity and each company's learning culture deepened daily. Volume Three's battle was also a fight over knowledge itself.

"Knowledge is inherited not through tradition but through shared standards. And that sharing transforms organizations from collections of individuals into true teams"—From the Detective's Notes