By conforming to routing policies that are XML documents, articulating routing thresholds, and respective routing events, corporations could set up standard semantic routing policies while at the same time providing the facility to drop a personalized application routing policy into the SOAP knowledge transaction envelope for routing overrides based on object inheritance.

The following code chunk might represent an example of a routing event:

Since SOAP provides a facility for multi-drop processing through actors with security roles in envelope headers, the knowledge management system could use data reflexivity to stuff semantic routers into the SOAP header before passing the SOAP transaction on to the next actor--a user or distributed knowledge management server.

Such a facility would provide the opportunity to instantiate self-intelligent distributed knowledge server collaboration through global geographic transparency across arbitrary platforms. This would allow for personal user knowledge repositories that can collaborate on a personalized managed basis.

It would also allow for centralized repositories housing distributed corporate repositories, and it would manage personal user repositories virtual to browser and smart device interfaces, facilitating a "knowledge from anywhere, anytime at your fingertips" architecture.

Capturing corporate memory for reuse
These are powerful methods that can be implemented to varying degrees today, depending on the technology you choose to leverage or build. But it's clear we're in a significant transition where knowledge is king, so we need to capture and leverage it for the corporate good, as well as for personal good.

Corporations cannot hope to dictate such a shift. Since knowledge is king, who in their right mind would share and minimize their unique value upon which they are paid and their positions are secured? While many employees are altruistic, it's often difficult to effect knowledge transfer among those most jealously guarding their personal knowledge treasures.

This problem continues. Unless a knowledge management system is put in place that provided employees with more value back then they gave by using it, the challenge will always be to capture new knowledge. Then the race would be on for survival in a world of hyperlearning corporations, where users could learn much more quickly and deeply than before, being served knowledge learning and decision support materials automatically organized to suit their needs and personalized learning styles in a highly reusable format.

In such a hyperlearning environment, a Luddite approach to avoiding knowledge management applications would begin a slow, and perhaps not so slow, path towards incremental obsolescence. With technology changing at a faster rate then ever before, for those who embrace these new learning paradigms where knowledge management is shaped as a learning aid to capture and leverage collaborative thinking, an accelerated learning process can reactivate the vast array of dead knowledge pools. They could be changed from anchored weights that slow down corporations and their users into powerful active knowledge repositories, pitting those who protect knowledge against those who share and leverage it in true Darwinian survival fashion.