Albeit I agree with the author on nearly every point, some challenges seem neglected. "Write. Things. Down." may let a a competitor obtain some company's effic

Albeit I agree with the author on nearly every point, some challenges seem neglected. "Write. Things. Down." may let a a competitor obtain some company's efficient ways/tools, especially such information is shared among departments ("view permissions") and with the high employee turnover rate. Even if it is not a real risk (in most cases it IMHO isn't) some (especially among senior managers) will think it is, and fight against this convention. If you like the approach described in this article AND are able to hire you will probably describe your ways during job interviews, and in many ways attract candidates similar to yourself. Leading an old existing team not build by yourself towards this approach is a totally different matter because pertinent habits are among the most difficult to change. Most pertinent tools (wiki and bugtrackers alike) publish each piece of information's history (who wrote what/when). It sometimes becomes a metric: people committing numerous or very useful information obtain consideration. Many organizations, especially large ones, have people unable to produce such input BUT nonetheless useful as 'crossroads': they usually have all most recent important info and are also able to say who may answer to a question. Other ancillary challenges include shyness (some are able to talk or write a mail to a direct colleague but won't commit any potentially widely-read wiki article) and 'weird' syntax/orthograph.