For smaller companies, managing knowledge might seem pretty straightforward. Only a few people hold key information, and they&rsquo;re the ones who need to use it. But what happens when those organizations start to grow? When is the right time to create a knowledge base?
The simple answer is, as early as possible. Right now, in fact.&nbsp;
<h2>The challenge of transferring implicit knowledge</h2>
If your company is small, having a full-fledged knowledge base might feel like overkill. Teams consist of just a few people. Everyone knows everyone. If one person can&rsquo;t answer a question, they&rsquo;ll quickly find the person who can.
But that way of working relies on <a href="https://qatalog.com/blog/post/what-is-knowledge-management/">implicit knowledge</a> &mdash; the information in an organization that isn&rsquo;t codified and recorded. That kind of knowledge is all too easy to lose. And as organizations grow, that&rsquo;s exactly what happens.
As more people join, it becomes less clear who holds what information. People may be working in different locations and in different time zones. And with essential know-how trapped inside the brains of a few people, those individuals become bottlenecks.&nbsp;
<a href="https://qatalog.com/blog/post/becoming-a-world-class-knowledge-worker/">New hires may become frustrated</a>, unable to complete even basic tasks without having to interrupt colleagues and wait for a response. They may eventually give up and search for other roles, draining the organization of new talent and fresh ways of thinking.&nbsp;
And when established people move on to new pastures, they take their knowledge with them. That crucial information is now lost to the business forever.
This isn&rsquo;t just a &lsquo;future problem&rsquo; to worry about. Research shows that difficulty in finding key information is actually a major problem amongst knowledge workers right now. <a href="https://language.work/research/workgeist/">A study by Qatalog and Cornell University</a> found that:
<ul>
<li>69% say they waste time trying to find the information they need to do their job. </li>
<li>Workers spend an average of 5 hours a week searching for information.</li>
<li>49% worry that important information is being lost at work.</li>
</ul>
The faster an organization grows, the more acute these issues are likely to become. By the time the problem gets identified, the task of solving it has become far more difficult.
<h2>The value of acting early to build a knowledge base</h2>
Setting up a knowledge base is a crucial first step to solving&nbsp; these problems. It captures and records key information, transforming it from implicit to explicit. And it puts it within reach of everyone who needs it.&nbsp;
So when is the right time to create a knowledge base?&nbsp;The sooner it&rsquo;s tackled, the easier the task will be.&nbsp;
Early in an organization&rsquo;s development, information is more likely to be held in a few key files, applications, or employees&rsquo; heads. Retrieving and codifying this information will be much simpler than it is for a larger, more complex entity.
For organizations planning to scale up soon, it&rsquo;s the perfect time to create a knowledge base. <a href="https://qatalog.com/blog/post/knowledge-management-is-pointless-without-structure/">The right solution</a> will grow and evolve alongside the organization. So as ever more knowledge is stored, it remains easy for people to find what they need.
<h2>But it&rsquo;s never too late to create a knowledge base</h2>
If your organization is already operating at scale, you will have a chunkier project on your hands. But you have some advantages, too.&nbsp;
<ul>
<li>A wider and deeper range of skills, including operational and technical teams who can help plan and implement a knowledge base that really works.</li>
<li>You have an opportunity to develop a true <a href="https://qatalog.com/blog/post/company-culture-and-documentation-culture/">documentation culture</a> across the organization &mdash; an essential underpinning to any great knowledge management system. Get this right, and it will keep offering value for the long haul.</li>
<li>You have existing communications infrastructure, with established channels and processes for internal comms that will help you establish your new knowledge base.</li>
</ul>
Even if the challenge is big, the best time to start is today. Creating a knowledge base stops the problem of lost knowledge in its tracks.
<h2>How to create a knowledge base: best practice and simple steps</h2>
Is there a correct way to create a knowledge base? Yep. And it starts by being clear what outcomes you want it to achieve for your organization. Examples of outcomes might be:
<ul>
<li>Excellent self-service, with staff able to find the answers they need easily, whenever they need them. Simple, fast, and effective troubleshooting on technical problems.</li>
<li>Informed and transparent decision making, with decisions based on relevant knowledge, clearly documented, and set in context.</li>
<li>Better understanding of what's going on across the business and which teams and individuals are working on it</li>
</ul>
Write down what you decide. This process turns vague ideas into actionable objectives.&nbsp;
Those goals will be the guiding light for designing, implementing, and growing your knowledge base. They&rsquo;ll also help communicate its purpose and value across the organization. You&rsquo;ll need your people on board to make it work, so be transparent about the plan from the outset.
When you know what you want to achieve, you&rsquo;ll have a clear basis to assess knowledge management solutions.
However big or small your organization, Qatalog makes creating a knowledge base easy. It stores information naturally, because it&rsquo;s the place where everything happens: collaboration, decision making, progress tracking, and process documentation.&nbsp;
It centralizes company-wide information. And it integrates with other apps too, making knowledge accessible wherever it&rsquo;s stored.
Book a call with our Customer Team to find out more about how Qatalog can turn scattered information into a single, searchable knowledge base for your organization, or sign up for a<a href="https://qatalog.com/pricing/"> free trial.</a>

Keeping information flowing is critical to a growing organization. We explore why it makes sense to create a knowledge base as early as possible.

When is the right time to create a knowledge base?

<a href="https://language.work/research/workgeist/">69% of people find it hard to locate the information</a> they need to do their job. And according to our research, more than half say that online apps actually make that task harder. Clearly, attempts at knowledge management in organizations often fail &mdash; but why?
For fast-growing companies in particular, the answer lies in something that&rsquo;s both fundamental and usually overlooked: structure.
<h2>Knowledge management in a complex world</h2>
Some businesses might not realize they&rsquo;re doing it, but they all create and harness knowledge. Sharing that knowledge with team members across the organization is vital. It shapes everything they do, from making the big decisions to carrying out routine processes.
As organizations grow, ever more people need to access, use, and update that knowledge. And today more than ever, those people are often working asynchronously &ndash; in different places and time zones.
Successful companies recognize the challenges of working like this. To address them, they look to <a href="https://qatalog.com/blog/post/got-knowledge/">knowledge management</a> &mdash; the process of identifying, collecting, storing, organizing, and disseminating information.&nbsp;
An effective knowledge management system puts information at people&rsquo;s fingertips. So if it&rsquo;s done right, everyone can access what they need, whenever they need it. They don&rsquo;t need to wait for colleagues to be available, and they don&rsquo;t have to interrupt someone else&rsquo;s work.
<h2>Why structure matters in knowledge management</h2>
But to do knowledge management right, companies need more than endless documentation. They need a structure that enables people to create, store, and navigate it effectively.
Imagine you go into a massive library, but there&rsquo;s no system or structure. You have zero chance of finding the title you&rsquo;re looking for, and you can&rsquo;t browse a particular section to see what&rsquo;s interesting because the books are everywhere. The joy of discovery gets ruined by chaos.&nbsp;
If there is a system but it&rsquo;s not clear or easy to understand, people will be dumping the books back on the shelves wherever they like, and the system breaks down. A negative spiral unravels.&nbsp;
It&rsquo;s the same challenge when you&rsquo;re documenting knowledge at a growing company. You might have already started with a <a href="https://qatalog.com/blog/post/qatalog-vs-company-wiki-notion-confluence/">company wiki, like Notion or Confluence</a>, which works perfectly fine to begin with. But as a company scales, and as more and more knowledge is created and documented, things will start to fall apart.
Take Notion as an example. Its structure is defined by its two core building blocks of pages and tables, which can be linked together in lots of different ways. Beyond that, the structure is highly customizable and entirely up to you to decide. This level of customization can be incredibly powerful. But it also means anyone can make edits or changes to that structure, whether that&rsquo;s creating new pages or editing existing ones. In most cases, unless it&rsquo;s managed very carefully, it&rsquo;s likely to break once you&rsquo;ve got more than 50 people using it.&nbsp;
Or it might be that the structure isn&rsquo;t intuitive, so nobody can actually use it. Either way, the results are the same. People aren&rsquo;t sure where or how to store information, meaning&nbsp; they either don&rsquo;t add new information, it goes in the wrong place, or it&rsquo;s duplicated. The single source of truth is undermined, it becomes ever more difficult to find what they need, and the system itself loses value. As a result, everything takes longer. Information gets lost. Frustration peaks. And people simply give up.&nbsp;
But what if that information were there all along, but you didn&rsquo;t know where to look? This will happen without a clear structure. And the issue starts to get a whole lot worse if you&rsquo;re growing fast and teams start to use different tools. For example, you might find long-time employees still using Confluence, while newer teams start using Notion without telling anyone &mdash; with no way of searching across both tools.
All of this results in duplication, or a new, skewed version of the truth. It adds another record to the pile, compounding the problem when someone searches for something.
<h2>The cost of chaos in knowledge management</h2>
For many knowledge workers, this is their reality, and the consequences are significant.
<a href="https://language.work/research/workgeist/">Research from Qatalog and Cornell University</a> found that:
<ul>
<li>49% of people worry that important information is being lost at work.&nbsp;</li>
<li>48% of people report making mistakes because they can&rsquo;t keep track of the information stored across different online tools and apps.</li>
<li>An average 59 minutes a day are being wasted in efforts to recover lost information.</li>
</ul>
And without a clear structure, ad-hoc fixes just create extra noise. <a href="https://assets.qatalog.com/language.work/Qatalog-Killing-Time-at-Work-22-Report.pdf">A study by Qatalog and GitLab</a> found that knowledge workers are receiving notifications from no fewer than six different apps a day.&nbsp;
The problem isn&rsquo;t just wasted time and effort. The loss of knowledge leads to poor decision-making. It prevents people from identifying valuable opportunities for collaboration.
For new staff trying to get established, the difficulties are even more acute. The lack of structure makes finding answers to even simple questions difficult and time-consuming. It damages morale and it risks new hires voting with their feet, taking their talent elsewhere.
As the system becomes more and more complex, people lose faith in their ability to find what they need. They may give up using it altogether, creating their own solutions &mdash; and information silos &mdash; in an attempt to keep core knowledge safe.&nbsp;
But it&rsquo;s not just about being able to find what you&rsquo;re looking for. Discoverability is also important. A good knowledge management system will have a structure that&rsquo;s easy to navigate and have a look around, when you&rsquo;re feeling curious. You&rsquo;ll discover things you weren&rsquo;t necessarily looking for and make new connections with others as a result.&nbsp;
For example, you might notice someone is working on a project that overlaps with yours, creating opportunities for collaboration, or perhaps someone else has solved a problem you&rsquo;re grappling with. Without an intuitive, navigable structure, the likelihood of this happening is drastically reduced.
Somewhere along the line, a poorly structured system ceases to have any value at all.&nbsp;
<h2>The prize for structuring knowledge effectively</h2>
Creating the right structure cuts through that chaos and delivers a host of positive outcomes:
<ul>
<li>Work is visible and discoverable. People can find answers to questions quickly and easily. And they gain fresh insights that drive innovation and continuous improvement.</li>
<li>Decisions are better and faster. It&rsquo;s easy to find relevant information, so people can analyze options effectively and easily understand the context of previous decisions.</li>
<li>People and ideas connect. When everyone knows what&rsquo;s happening across the organization, they can identify and exploit opportunities for collaboration.</li>
<li>Knowledge is retained. When key people leave, their knowledge remains &mdash; and others can find it when they need it.</li>
<li>Staff are motivated to engage with the system. They see its value, so they provide quality inputs and consistent documentation &hellip;&nbsp;</li>
<li>&hellip; and that creates a virtuous circle that sustains the system over the long term.</li>
</ul>
<h2>Getting knowledge management right</h2>
Every organization wants to have a knowledge management structure that can be tailored to its unique needs. But far too often, the customization used to enable this proves to be its eventual downfall.
So when considering a knowledge management system, think about a long-term, sustainable structure from the start. And before you begin your implementation, consider the knowledge management tool that will support it.&nbsp;
Can the software be customized in the way you need? Can it bring together the knowledge you hold in different places, moving <a href="https://qatalog.com/blog/post/qatalog-vs-company-wiki-notion-confluence/">beyond separate company wikis to a single knowledge hub</a>? And can it continue to deliver as your business grows? Answer &ldquo;yes&rdquo; to those questions, and you&rsquo;re on your way to knowledge management nirvana.
Book a call with our Customer Team to find out more about how Qatalog&rsquo;s structure can solve your knowledge management problems, or sign up here for a <a href="https://qatalog.com/pricing/" rel="follow">free trial</a>.

Storing information doesn't always mean you can find it. We explore why structure is critical to knowledge management, and what happens when it’s absent.

Knowledge management is pointless without structure | Qatalog

Knowledge management is pointless without structure

We talk about trust in the context of personal relationships all the time. But have you ever thought about how trust feels? Do you feel it in your stomach? In your head? Or in your heart? This is a question too few leaders ask themselves.
I was just 17 when I first saw what trust does to people in the workplace. Working as a team leader in one of the biggest clothing stores in Europe, I realized that there was a connection between trust, well-being, and the team&rsquo;s ability to work together. And what worked back then, also worked in the later stages of my career, as I went on to become a senior executive in a 4,000 person organization. I realized that trust was the foundation of psychological safety in the workplace. That, in turn, is the main driving force behind team performance, whether my team was made up of five Dutch teenagers or a hundred middle managers.&nbsp;
I&rsquo;m happy to say that I wasn&rsquo;t the only one to have come to this realization. In fact, over the past two decades, many organizations have made trust one of their core values. Then the pandemic hit, and leaders had to quickly reinvent themselves, and their trust in teams.
<h2 dir="ltr">The role of trust in remote working</h2>
Not that long ago, the world got catapulted into a remote revolution. Business leaders were confronted with a new challenge; &ldquo;How do I build trust in a remote work environment?&rdquo;&nbsp;
It sounded easy at first, until many of them realized the old approach no longer worked. It was the same game, but with different rules. A bug slipped into the team code.
Instead of continuing to build and nurture trust like in the office days, the focus shifted. Leaders looked for ways to keep the team busy and aligned at all costs. Trust lost its position as a primary objective, with discipline becoming the core focus in driving performance remotely.&nbsp;
Moreover, the remote revolution didn&rsquo;t only change the way we work. It also exposed organizations and leaders and the real trust inside the teams (which is something I talk about in my <a href="https://www.youtube.com/watch?v=4KiVU-01jPo&amp;ab_channel=TEDxTalks">TEDx </a>talk). People suddenly realized that the emperor had no clothes and felt compelled to leave. We now call this the Great Resignation.
And there was one major factor that contributed to it. A disease even. Micromanagement.
<h2 dir="ltr">Micromanagement kills trust</h2>
Micromanagement kills trust in remote teams, and it comes disguised in many forms. Whether it&rsquo;s monitoring software, endless meetings, or a plethora of online tools, it all takes autonomy away from people.&nbsp;&nbsp;
I&rsquo;ve experienced how being micromanaged feels first-hand. It is like constant negative attention that gets paid in trust. And when the trust bank goes bust, the person either burns out or leaves the company.&nbsp;
As with most diseases, micromanagement has several symptoms (all perfectly treatable, by the way):
<ul>
<li dir="ltr">Digital presenteeism. This describes a constant anxiety to be online and visible. A <a href="https://language.work/research/killing-time-at-work/">study from Qatalog and GitLab,</a> found that 54% of employees feel pressure to show that they are online. As a result, workers spend an additional 67 minutes online each day, with 73% responding to notifications outside work hours. Digital presenteeism is seen as one of the main reasons for burnout among remote workers.</li>
<li dir="ltr">A lack of initiative. When people feel a lack of trust, they&rsquo;re less likely to take initiative. Proactivity becomes reactivity, which in turn makes leaders check in even more often. Reactivity kills playfulness in a job, and that spells bad news for well-being and engagement.&nbsp;</li>
<li dir="ltr">Lack of creativity. A lack of trust increases stress, which triggers a fight-or-flight response. When someone is in this state, there&rsquo;s not much activity in our right brain, where creativity lives. Instead, we&rsquo;re on the lookout for that sabertooth tiger and thinking of ways to defend ourselves, rather than creating stuff and thinking outside the box.&nbsp;</li>
</ul>
There are more symptoms of course, but these three will be familiar to most people. Together, they can damage team morale, leading to high attrition rates and poor performance overall.&nbsp;
It doesn&rsquo;t have to be this way.
I&rsquo;ve spent 20 years leading teams. In that time, I&rsquo;ve learned lots about how to build trust, most of which can still be applied to remote work. These can be broken down into three core aspects - Leadership, Purpose, and Workflow.&nbsp;
Related reading: <a href="https://qatalog.com/blog/post/how-to-set-remote-teams-up-for-success/" rel="follow">How to set&nbsp;remote teams up for success</a>
<h2 dir="ltr">Leadership</h2>
I don&rsquo;t think micromanagers are bad people who are obsessed with controlling people. I think they feel insecure and don&rsquo;t necessarily know how to lead their teams remotely, so they resort to micromanagement. To help remedy this, leaders and managers need training in empathic skills, inclusion, remote communication, remote culture, and remote workflows. The rules of the game have changed, but some organizations still think they can carry on as normal and get away with it.&nbsp;
I&rsquo;ve worked with dozens of leaders desperately trying to adapt to remote work and they were often just thrown in the deep end. In most cases they just need a helping hand to learn how to swim again.&nbsp;
<h2 dir="ltr">Purpose</h2>
When you are working alone at your kitchen table, it can sometimes be difficult to know if your work has any meaningful impact. That&rsquo;s why the best remote organizations are purpose-driven, as it helps people associate their work with something bigger.&nbsp;
To support this in a remote environment, leaders must articulate the core values, beliefs, and mission and vision statements of the company more often, and explain how people are contributing to it, as this keeps purpose alive.&nbsp;
It might not seem like a top priority for busy execs, but it should be, as it informs your culture and creates a strong foundation from which you can build trust.&nbsp;
<h2 dir="ltr">Workflow</h2>
<a href="https://qatalog.com/blog/post/hybrid-work-press-release/">According to research from Qatalog and GitLab,</a> 50% of knowledge workers say they are inundated with the number of tools they use, and 60% of them have no idea what their colleagues are doing. That to me, is a workflow problem.&nbsp;
Successful remote work is about processes. The smarter and leaner your tech stack is, the more it supports <a href="https://qatalog.com/blog/post/async-the-promise-vs-the-reality/" rel="follow">asynchronous work</a>, which improves visibility and eliminates many micromanagement layers.&nbsp;
Working in this way changes the focus from time spent on the task, to delivery and outcomes. That&rsquo;s why I love Qatalog. It is a powerful tool to streamline asynchronous workflows in a single, centralized system, giving back precious time to teams.&nbsp;
I&rsquo;ve seen tremendous results in clients with the right tech stack and agreements on usage. However, the right digital tools are just one part of the equation. Teams must also put an effort into what we can do with tools, or more important, what the boundaries are.
<h2 dir="ltr">Final words</h2>
&ldquo;We had a golden chance to say goodbye to the rigid 9-5, but it appears we&rsquo;re still stuck in old habits of presenteeism, and technology is making things worse.&rdquo; I loved how Qatalog&rsquo;s recent Killing Time study expressed this, but I strongly believe that the golden chance hasn&rsquo;t disappeared quite yet.&nbsp;&nbsp;
But trust in remote organizations will make or break the future of remote work. That&rsquo;s why it&rsquo;s imperative for leaders to take it seriously.&nbsp;
I trust that remote work is here to stay, and so is the end of the 9-5. And coming back to my original question, for those wondering, I can feel that trust in my heart.
Book a call with our Customer Team to find out more about how Qatalog can help support an open source culture at your workplace, or sign up here for a<a href="https://qatalog.com/pricing/"> free trial.</a>

Teams can't function without trust. But how can companies forge trust in a remote environment? Founder of REMODE, Leon van der Laan, shares his key tips.

How to build trust in remote teams | Qatalog

How to build trust in remote teams

Picture this. After a lengthy interview process, you&rsquo;ve finally landed the job of your dreams with a company that seems to truly value you and your time. It&rsquo;s completely remote, giving you the freedom to schedule your work around your needs &mdash; whether that&rsquo;s childcare, traveling, or maybe you&rsquo;re just a night owl. You imagine what it would feel like to take a spontaneous afternoon off to go to the beach, no longer chained to your desk 9 to 5!
But after your first week, reality sets in. While you&rsquo;d hoped to start work at 10am, your boss starts pinging you most days from 8am, demanding to know where that report is or whether you&rsquo;ve received that email. You have non-stop meetings scheduled most days, and you wonder why half of these couldn&rsquo;t be done on email or Slack. And when you finally have some down time to get out of the house and go for an afternoon stroll, your boss messages again, questioning why you&rsquo;ve set your status to &ldquo;Away.&rdquo; The only free time you truly get to live your life is when everyone else goes offline &mdash; after about 5pm.
No, this isn&rsquo;t Hell. This is the modern workplace. And this experience is becoming increasingly common, with many companies talking a good game on flexible working, but failing to deliver.
<h2>Why async is still far from being a reality</h2>
Although async is often touted as the more productive successor to the 9 to 5, for most people it&rsquo;s still a distant reality. Of those of us who have heard of it, fewer can claim to actually be doing it. Our recent <a href="https://assets.qatalog.com/language.work/Qatalog-Killing-Time-at-Work-22-Report.pdf?1">Killing Time report</a>, produced in partnership with our friends at GitLab, found that only 9% of over the 2000 knowledge workers we surveyed were able to work asynchronously all the time.&nbsp;
Worse, there was a clear pattern of privilege when it came to who was working async, with C-Level Executives three times more likely to do so than junior workers.&nbsp;
Those of us who started remote working with entry or even mid-level roles can probably all relate to that feeling of needing to be online at all times. In fact, some employers actually demand it. And that is exactly what needs to change.
<h2>Work has trust issues</h2>
In a Qatalog survey of 2,000 knowledge workers, it found that <a href="https://qatalog.com/blog/post/workplace-trust-crisis-press-release/">63% of workers said it was harder to build trust</a> between colleagues when working remotely. Research from Microsoft also revealed that while 87% of remote workers report feeling productive at work, <a href="https://www.microsoft.com/en-us/worklab/work-trend-index/hybrid-work-is-just-work">only 12% of leaders claimed to be fully confident</a> in their distributed staff. Clearly something isn&rsquo;t adding up - and that something is trust.
So it&rsquo;s all well and good for companies to encourage and enable remote work &mdash; it&rsquo;s expected that a<a href="https://www.forbes.com/sites/bryanrobinson/2022/02/01/remote-work-is-here-to-stay-and-will-increase-into-2023-experts-say/"> quarter of all jobs in North America will be remote by 2023</a>. But these workers won&rsquo;t experience real freedom created by asynchronous working until a culture of trust is established by their employers.&nbsp;&nbsp;
At present, it appears as though bosses are happy to take advantage of these new freedoms and work async themselves. But they are unwilling to extend that same flexibility to their staff because they don&rsquo;t trust them. Until bosses start encouraging employees to create their own schedule (and normalizing it), it&rsquo;s unlikely that those at entry-level will ever have the confidence to work asynchronously.
<h2>Async works differently for everyone</h2>
While it may take some getting used to, leaders need to realize that creating an asynchronous culture (that actually lets their employees work when they want) will only add long-term value to a business.&nbsp;
One of the huge advantages of async is that it&rsquo;s more inclusive. You could have a team of working parents, early risers, and mid-day swimmers, all collaborating productively on the same project. Which is why the promise of it is so desirable. Having a truly diverse workforce demands that employers trust their team &mdash; regardless of whether someone needs to take time off to do the school run or for a long run.
<h2>How can we make the present async?</h2>
It&rsquo;s clear that async is the future. But most of us could benefit from it right now. So, what can we do, as individuals, to make sure that what&rsquo;s promised in job interviews is actually delivered in reality?
For one, setting boundaries should be a priority. If your company touts async work, delete Slack, Teams, or any other work related tool, from your phone to ensure that your time is truly your own. Or, if that&rsquo;s not practical, change your settings so that you don&rsquo;t get notifications from those apps outside of your preferred working hours.&nbsp;
Another simple trick is to set your working hours on your Google calendar to avoid meetings being scheduled outside of your work day. And, if you feel comfortable, communicate these boundaries directly to your boss to make sure that you&rsquo;re both on the same page.
But ultimately, the onus should be on bosses to ensure that async work is able to happen without any barriers &mdash; whether they be technological or cultural.
Want to find out how Qatalog can facilitate an asynchronous workplace culture? Book a call with our Customer team here, or start your <a href="https://qatalog.com/pricing/">free trial</a> today.

While many employers make bold promises when it comes to flexibility, the reality for knowledge workers is often very different.

Asynchronous work — the promise vs. the reality | Qatalog

Async — the promise vs. the reality

As organizations grow, communication is often one of the first things to fail. <a href="https://qatalog.com/blog/post/distributed-companies-need-centralized-knowledge/" rel="follow">Knowledge</a> gets increasingly fragmented. More and more time is spent searching for answers to the same questions. In fact, knowledge workers waste almost one hour every day digging through their storage for the info they need, <a href="https://language.work/research/workgeist/">according to our research with Cornell University</a>.&nbsp;
This results in less time being spent on creative, rewarding, and productive work.
An effective knowledge management strategy is critical to addressing those problems. And the first step is creating a documentation culture that&rsquo;s embedded throughout your organization.&nbsp;
But what does that really mean? And how can you make it a reality?
<h2>What we mean by documentation</h2>
<a href="https://qatalog.com/blog/post/company-culture-and-documentation-culture/" rel="follow">Documentation</a> is a critical part of knowledge management, but the term simply refers to a way of storing knowledge.
It&rsquo;s material we use to record, describe, explain, or instruct. Its focus could be a policy or procedure, a system, or an object. And it could take the form of digital material, paperwork, or even audio recordings.&nbsp;
But documentation can&rsquo;t exist or be useful without people. It needs people who understand and value it. Teams who will create, disseminate, use, and update it.&nbsp;
That&rsquo;s why a documentation culture is so important. It&rsquo;s what turns documentation from an administrative overhead into a living, breathing part of the organization. And it&rsquo;s what creates and sustains its value to individuals and the whole workforce.
<h2>Why documentation matters</h2>
Knowing how to find key knowledge is important in any organization. But if your business is growing fast, and/or <a href="https://qatalog.com/blog/post/building-blocks-of-remote-teamwork/" rel="follow">your team is remote or distributed</a>, it&rsquo;s even more vital.
For example, relying on help from a colleague at a critical moment (via Slack or Teams) isn&rsquo;t without consequences: it interrupts the person you&rsquo;re asking, it slows everyone down, and it doesn&rsquo;t solve the problem for the next person who needs an answer to the same question.
And without a full picture of what&rsquo;s being worked on throughout the organization, it&rsquo;s all too easy for work to be duplicated and collaboration opportunities to be missed.
In fact, <a href="https://language.work/research/workgeist/">our research with Cornell University</a> shows that&rsquo;s exactly what&rsquo;s happening:&nbsp;
<ul>
<li style="font-weight: 400;" aria-level="1">61% of professionals in distributed teams say it can be hard to figure out what their colleagues are working on.</li>
<li style="font-weight: 400;" aria-level="1">44% say siloed digital tools make it hard to spot if work is being duplicated.</li>
<li style="font-weight: 400;" aria-level="1">62% report missing opportunities to collaborate and achieve better results.&nbsp;</li>
</ul>
Addressing those issues in dispersed and flexible teams can bring huge rewards. Another <a href="https://language.work/research/killing-time-at-work/" rel="follow noopener" target="_blank">study we worked on with GitLab</a> found that 81% of knowledge workers believe they are more productive and create higher quality output when they have more flexibility over when they work.
Related reading: <a href="https://qatalog.com/blog/post/what-is-knowledge-management/" rel="follow">What is knowledge management and why does it matter?</a>
And for companies that want to attract and retain the brightest and the best, facilitating flexible working is non-negotiable. The same study found that <a href="https://language.work/research/killing-time-at-work/" rel="follow noopener" target="_blank">66% of knowledge workers</a> would resign from a job if their flexibility to choose their hours was limited.
How a documentation culture adds value
An effective documentation culture is about more than simply creating lots of documents. It means everyone is clear about how documents are created, where they&rsquo;re stored, and how they&rsquo;re accessed and updated. And it gives everyone ownership of those processes.
The result is both simple and transformative: people are able to find the information they need, when they need it.
For remote or distributed teams, or rapidly growing businesses, that brings a multitude of benefits:
<ul>
<ul>
<li style="font-weight: 400;" aria-level="1">It helps organizations scale faster, avoiding bottlenecks where essential knowledge is confined to a few key individuals.</li>
<li style="font-weight: 400;" aria-level="1">It supports better decision making by democratizing access to up-to-date, accurate information.</li>
<li style="font-weight: 400;" aria-level="1">It avoids mistakes by providing authoritative, quality-assured guidance.</li>
<li style="font-weight: 400;" aria-level="1">It brings new joiners up to speed faster, empowering them to find answers to questions as they arise.</li>
<li style="font-weight: 400;" aria-level="1">It facilitates flexible working by providing information whenever and wherever it&rsquo;s needed.</li>
</ul>
</ul>
<img src="https://cdn.buttercms.com/SkhzLQnyQyGw5STkX3k0" alt="undefined" width="661" height="446" />
<h2>How to create a documentation culture</h2>
Creating a whole new culture can seem like a daunting task. But put in place these key building blocks, and you&rsquo;ll create the momentum for real change.
<h3>1. Lead from the front</h3>
Communicate clear, consistent messages from the very top of the organization. Explain why documentation is important, and be clear that it&rsquo;s a shared endeavor. Create and capitalize on opportunities to reinforce that message. This will help you build the culture.&nbsp;
<h3>2. Share ownership</h3>
Give individuals direct responsibility for documenting information in relevant business areas. Be clear about what you expect, and empower them to share new ideas.
<h3>3. Set clear guidelines &mdash; and hold people to account</h3>
Be clear about what&rsquo;s expected. That means being explicit about how, where, and when you want information to be documented. Check what people are doing. Reward them when things are going well. And if they&rsquo;re not, let them know what needs to change and why.
<h3>4. Be pragmatic</h3>
A fully-internalized documentation culture doesn&rsquo;t happen overnight. So start with the most important aspects of your work to get the ball rolling. For example, FAQs for key cross-organizational processes &mdash; like onboarding or ordering equipment. Build up from there, stay consistent, and take the long-term view instead of rushing big changes through.&nbsp;
<h3>5. Make it easy with the right tools</h3>
Invest in <a href="https://qatalog.com/blog/post/qatalog-vs-company-wiki-notion-confluence/" rel="follow">the right documentation tools</a> to make your processes simple. Documentation software that&rsquo;s easy for users to get to grips with is more likely to be used, and more likely to help foster a sustainable documentation culture in your company.&nbsp;
With Qatalog, the documentation process is effortless because it&rsquo;s where work is coordinated, decisions are made, and processes are created. That means there&rsquo;s no need to create separate records. And because it works seamlessly with your other tools, you can find documents wherever they&rsquo;re stored.&nbsp;
Book a call with our Customer Team to learn more about how Qatalog could help you implement a documentation culture in your organization, or sign up here for a<a href="https://qatalog.com/pricing/"> free trial</a>.

Effective knowledge management starts with a documentation culture. But how do you create that in your organization? We share key tips for success.

What is documentation culture?

What is a documentation culture? (And how to create one)

Seamless communication that transcends time differences?&nbsp;Channels for interacting effectively for both work and social purposes?&nbsp;A virtual culture that motivates and promotes positivity!?&nbsp;Enough structure to keep things organized, but not so much that it gets in the way!?
Sound too good to be true? Many business leaders are finding it difficult to achieve this kind of vision for their remote teams, but the vision isn't out of reach. Creativity and innovation are essential for business success, as well as employees' engagement and personal fulfillment. Collaboration, in turn, is essential for creativity. Individuals certainly can be creative on their own, but some of the best innovations emerge from collaboration.
A key objective, then, for leaders of remote teams, is to enable strong collaboration across both time and space. Achieving this objective requires a combination of technology, process, and culture. In this article I'll focus on culture, which can be the trickiest of the elements.
<h2>Put people first</h2>
Workers are rethinking their relationship to work, and if your company doesn't meet their priorities and expectations, your competitor may. According to a <a href="https://language.work/research/killing-time-at-work">study</a> by Qatalog and GitLab, most knowledge workers expect flexibility to be a feature of the workplace moving forward. Further, 66% of respondents said they would consider leaving an employer that didn't offer flexible hours.
That's a compelling reason to create a people-first culture, but there are additional upsides. Acknowledging employees&rsquo; professional and personal goals will promote engagement and loyalty, and engagement fosters strong performance. If your company develops a reputation for its people-first culture, it will help you attract top talent. It may even impress your customers and external partners. All of this assumes, of course, that your team delivers results.
<h2>Focus on results</h2>
Work/life balance has lost relevance in the remote world. People are now focused on work/life integration. Remote leaders need to change their mindset accordingly. The new reality is that, when working from home, employees may be balancing other responsibilities, including doing laundry, taking care of children or elderly family members, and running errands.
However, if employees perform to expectations, how they manage their time should be up to them. Remote team leaders often fear losing control over performance. When you focus on results, however, you pay attention to output rather than input. To do so, start by establishing measurable goals in partnership with the employee. Communicate expectations clearly, monitor progress, and hold people accountable. Perhaps most importantly, recognize and reward success regularly.
<h2>Be deliberate about innovation</h2>
At the same time, creativity requires a different mindset than performing goal-oriented tasks. When you schedule a brainstorming session, it's important that you are intentionally clear about the meeting's purpose. Team members may be coming from several videoconference meetings in which their role was to listen to the presenters. Let people know in advance that you expect them to come with ideas and to engage actively in the conversation.
I've used a fun activity to help my team practice being innovative. I call it tsunami planning, and I propose a hypothetical major change in our company, market, clients, or competitors. For example, "How should we respond if we lost our two largest clients?" It can be a positive change, too: "What should we do if our revenues suddenly doubled?" Let team members know that they have carte blanche to propose any idea, regardless of cost. I believe the fact that the scenarios are hypothetical helps people feel freer to share ideas.
Some companies have a side project policy that encourages employees to spend a certain amount of paid time (usually 20%) on personal ideas that could benefit the company. Google is credited with popularizing <a href="https://builtin.com/software-engineering-perspectives/20-percent-time">this concept</a>, and products like <a href="https://www.businessinsider.com/google-20-percent-time-policy-2015-4">Gmail and AdSense</a> originated in side projects. Companies like <a href="https://www.themuse.com/advice/great-news-more-companies-are-letting-you-work-on-projects-you-actually-care-about">3M and Intuit</a> have similar programs.
<h2>Promote positivity</h2>
My final piece of advice is about positivity. In my experience, positive talk promotes positive action &ndash; and vice versa. This was the finding of a <a href="http://journals.sagepub.com/doi/full/10.1177/1059601116628720">study</a> conducted by European and US researchers.. It's similar to the thinking behind appreciative inquiry. In short, appreciative inquiry encourages teams to approach issues and change with a positive and open mind rather than framing them as problems. It also encourages teams to build on strengths and successes instead of focusing too much on weaknesses.
I identify positivity as one of the Seven Pillars of Culture Success in my book, The Power of Company Culture. It is even more important in remote work because people are isolated from the team and subject to many other influences. The reality is that problem-solving is a daily part of working. However, you can encourage your team to focus on what is working and build from there.
Like so many things about our COVID-impacted lives, working remotely is very different than working on-site. Managing a remote team requires a deliberate approach and new ways of thinking. A good way to start is by putting people first, focusing on results, promoting positivity, and empowering team members through autonomy, mastery, and purpose.
<a href="https://qatalog.com" rel="follow">Book a call</a> with our Customer Team to learn more about how Qatalog can support remote teams. Or sign up here for a<a href="https://qatalog.com/pricing/" target="_blank" rel="noopener noreferrer"> free trial.</a>

Seamless communication that transcends time differences? Channels for interacting effectively for both work and social purposes? A virtual c

How to Set Remote Teams up for Success

How do you foster seamless communication in a distributed team? Guest writer, Chris Dyer, explains.

How to set remote teams up for success

Knowledge management has never been as important as it is today.&nbsp;
More and more of us are working in different places, on different schedules, and in different time zones from our colleagues. As a result, when we have to ask others for the information we need to get our work done, it&rsquo;s causing delays and frustration for all involved.&nbsp;
In fact, <a href="https://language.work/research/workgeist/" rel="follow noopener" target="_blank">nearly half of all knowledge workers</a> (49%) worry that important information is being lost at work. And <a href="https://language.work/research/workgeist/" rel="follow noopener" target="_blank">48% report making mistakes</a> because they can&rsquo;t keep track of the information they need across different tools and apps.&nbsp;
It&rsquo;s a big problem. But there is a solution.&nbsp;
The right knowledge management system can put the information we need at our fingertips. It eliminates time spent chasing data or reinventing the wheel when there are already tried and tested solutions. And it makes collaboration fast, effective and rewarding. No wonder it is quickly becoming a critical ingredient in today&rsquo;s most successful companies.&nbsp;
So, what exactly is knowledge management, and how does it work?&nbsp;
<h2>The definition of knowledge management</h2>
Knowledge management is the process of identifying, collecting, storing, organizing and disseminating information.&nbsp;
It can be as simple as writing a &ldquo;to do&rdquo; list and putting people&rsquo;s initials against it. But the more people who have to access, use and grow knowledge, the more sophisticated a knowledge management system needs to become.&nbsp;
So what do we really mean by &ldquo;knowledge&rdquo;?
<h2>Different types of knowledge</h2>
There are three basic kinds of knowledge:
<ol>
<li>Explicit knowledge is that which is already codified. In other words, someone, somewhere has recognized its value, brought it together, and recorded it. That means other people can access and use it. Examples could include staff directories, contact databases or desk notes.&nbsp;</li>
<li>Implicit knowledge is knowledge that isn&rsquo;t codified in this way, but which could be without too much difficulty. It&rsquo;s often the fine detail of exactly how to do something &mdash; what could be referred to as &ldquo;know-how&rdquo;. An example might be knowing how to get around a glitch in an app.</li>
<li>Tacit knowledge is another form of uncodified knowledge. But unlike implicit knowledge, it&rsquo;s difficult to articulate and hence to record. And that makes it particularly challenging to pass on to other people. Examples include leadership skills and knowing how to make a sale.</li>
</ol>
All these different types of knowledge can be equally important. And all three often work together.
A staff directory (explicit knowledge) is no good unless we have the implicit knowledge of where to find it on our company&rsquo;s system. And when we know who to contact, we need tacit knowledge of effective communication to make an appropriate introduction.&nbsp;
<img src="https://cdn.buttercms.com/aHVEXsEJSMKIhH4fvZG5" alt="undefined" width="661" height="446" />
<h2>Managing knowledge in a changing workplace</h2>
In the past, lots of knowledge was passed on through person-to-person interaction. But that relied on people being based in the same place.
But this model has come under increasing strain. Vast swathes of the global workforce are now working remotely. And in many organizations, colleagues aren&rsquo;t just in different locations, but different time zones.&nbsp;
These changes were already underway, but the pandemic has accelerated them. Workers proved they could still deliver organizational objectives from home, and those juggling family and other commitments wanted their newfound flexibility to continue.&nbsp;
However, companies also realized that the old ways of collaborating and sharing information just didn&rsquo;t work anymore. In response, companies have invested in a slew of new tools to plug the gap. The unwanted result? The environment in which people are working has become ever more complex.&nbsp;
<h2>Drowning in a sea of noise</h2>
Information is divided across different apps and platforms. No-one knows where to find what they need. And work is constantly interrupted with notifications as people try to paper over the cracks.&nbsp;
A <a href="https://language.work/research/killing-time-at-work/" rel="follow noopener" target="_blank">recent study by Qatalog and GitLab</a> found that the average knowledge worker received notifications from six different apps every day.
All that frenetic and unproductive activity comes from fear &mdash; fear of losing valuable knowledge. And another <a href="https://language.work/research/workgeist/" rel="follow">piece of research from Qatalog and Cornell University</a> found that:
<ul>
<li>59 minutes a day are wasted trying to recover lost information</li>
<li>49% of people worry that important information is being lost at work&nbsp;</li>
<li>48% of people report making mistakes because they can&rsquo;t keep track of information held in different online tools and apps</li>
</ul>
And despite the effort spent updating colleagues across multiple channels, essential knowledge often remains with a handful of key individuals. That&rsquo;s a big risk for any organization.
<h2>A better way</h2>
It doesn&rsquo;t have to be this way.&nbsp;
An effective knowledge management strategy puts information in easy reach of the people who need it. It means minimal time spent on chasing and coordination. And it liberates teams to carry out the real work that will achieve their goals.
It demonstrates trust and confidence in employees too, strengthening morale. And standard processes like onboarding and expense reporting become smooth and fast with all the relevant information in one place.
Related reading: <a href="https://qatalog.com/blog/post/company-culture-and-documentation-culture/" rel="follow">The hottest trend in corporate culture is documentation</a>
<h2>The key to change</h2>
So how do we get beyond the pings and into a world of simple, streamlined and effective knowledge management?
There are two key elements to a successful knowledge management strategy: culture and tools. We&rsquo;ll look at both of these in more depth in future blog posts.&nbsp;
To get started, though, you need people who understand its importance and want to make it work. And that means they&rsquo;re willing to invest time and resources to make the change. Then you can start to think about the right tools to help.&nbsp;
Qatalog makes knowledge management a dream. It documents knowledge naturally, because it&rsquo;s where work is coordinated, decisions are made, and processes are created&mdash;so there&rsquo;s no more copying and reformatting information from one tool to another.&nbsp;
It includes features such as:
<ul>
<li><a href="https://qatalog.com/projects/">Projects</a>&nbsp;to make collaboration easy and centralize key documents;</li>
<li><a href="https://qatalog.com/goals/">Goals</a>&nbsp;that align to individuals and teams, and track status and progress;</li>
<li><a href="https://qatalog.com/workflows/">Workflows</a>&nbsp;to document and automate routine processes like onboarding or requesting equipment;</li>
<li>Threads to make decisions transparently and to set them in context.</li>
</ul>
All of this combines to enable an intuitive self-serve way of working. People can find what they need without slowing down and asking others, and with complete confidence that what they find is up-to-date and accurate. Qatalog also works seamlessly with all your other tools, meaning you can find anything&mdash;no matter where it&rsquo;s stored.
Book a call with our Customer Team to learn more about how Qatalog can make knowledge management easy for your team. Or sign up here for a<a href="https://qatalog.com/pricing/"> free trial.</a>

Effective knowledge management is fast becoming a critical ingredient of successful companies. But what is it, and why is it important?

What is knowledge management and why does it matter?

Centralized knowledge bases are the key to unlocking human potential, argues Polygon's Tyler Sellhorn. Read more in our blog.

Distributed companies need centralized knowledge | Qatalog

Centralized knowledge bases are the key to unlocking human potential, argues Polygon's Tyler Sellhorn.

Distributed companies need centralized knowledge

SOC2 compliance, external sharing of Pages and Projects, Okta integration and much more.

What’s new on Qatalog: September 2022

Here’s what we’ve launched or updated in Qatalog in the past month.

Follow our new social series, where we explore how different historical innovations revolutionised the way we work.

Tools that changed the world (of work) | Qatalog

Before the invention of the Internet or the first Apple computer, the simplest tools created the biggest waves in the world of work.

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With live org charts there’s no need to spend hours tirelessly creating a doc to illustrate your company’s hierarchy and each person’s title. Read more.

Transform a traditional org chart into a strategic tool | Qatalog

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What’s new on Qatalog: August 2022

The second episode summary of a documentary series on the staggering pace of change in the workplace. Visit language.work for more!

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Operations Nation

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The Productivity Paradox

Five tips for planning your next company offsite.

How to plan an offsite | Qatalog

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How to plan an offsite

Find out how to build an asynchronous culture and how to get asynchronous technology right with this 12-step guide.

How to become async first

Our 12-step guide to becoming async first.

New research shows workers would look for a new role if their ability to work flexibly was limited. Insights from the report await you here.

Employers can’t afford to get flexibility wrong

Research reveals broken workplace technology is to blame for an always-on culture and rising digital presenteeism.

Technology failed to create a better way of working

Technology has failed in its promise to create a better way of working

Study shows old habits from the physical office were carried into the digital workspace. Read why digital presenteeism is a growing problem.

Why digital presenteeism is a problem | Qatalog

New research from Qatalog shows old habits from the physical office have been adopted in the digital workspace. Read to find out why digital presenteeism is becoming a big problem.

Why digital presenteeism is a big problem in the workplace

You don’t need to be an engineer to create standardized company processes. Read how to get started with no-code Workflows.

Standardize company processes | Qatalog

You don’t need to be an engineer to create standardized company processes

Check out the most recent product updates from Qatalog: Workflow updates, in-product Templates, Dashboard filters.

What’s new on Qatalog: July 2022

Read all about what asynchronous work is, why it is an improvement on the status quo and how to make the transition.

What is asynchronous work | Qatalog

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What is asynchronous work? (And how many of us are doing it?)

Research shows a new era of flexible working is upon us. Read more about the next big shift from 'how' we work to ‘when’ we work.

A new era for flexibility at work | Qatalog

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This is a new era for flexibility at work – and workers know it

Qatalog and GitLab study reveals a pervasive culture of digital presenteeism that makes asynchronous work almost impossible.

Study: Async work prevented by digital presenteeism

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Should you take a pay cut for happiness? Read about the price of happiness at work in Qatalog's workplace trends blog series.

Not happy at work? A pay cut might help | Qatalog

We discuss the price tag on happiness at the workplace in our new bi-weekly series focusing on workplace trends.

Not happy at work? A pay cut might help

Check out the most recent product updates from Qatalog.

What’s new on Qatalog: June 2022

Are we using too many tools at work? Qatalog research suggests we are, and it's become a barrier to collaboration and communication.

The unholy trinity of work tools

The tools designed to boost productivity and collaboration are driving us apart. Learn how to build a common language and create a new way of work.

When collaboration tools become barriers to collaboration

A complete guide on how to improve the employee experience. Learn how to drive workplace engagement with Qatalog.

Improve digital employee experience in 5 steps | Qatalog

We answer what employee experience is, why it’s important and how you and your team can create a stellar one in 5 key steps.

Improve the digital employee experience in 5 steps

Check out monthly product updates from Qatalog: centralized documentation and streamlined onboarding.

What's new on Qatalog: May 2022

Read to find out how to turn two weeks of onboarding into an afternoon with Qatalog’s Workflows feature.

How to create a seamless onboarding experience

Follow these five steps and turn two weeks of onboarding into a single afternoon.

Research shows collaboration tools are scarcely used by client-facing teams. Read to find out why that's a mistake and how a Work Hub can help.

Survey shows project collaboration is stuck in the past | Qatalog

We share some of our survey results on how client-facing teams are collaborating currently and explain ways a modern-day Work Hub can help them do it better.

Say what now? You still use email to collaborate?

Industry leaders explain what DesignOps is and why it matters. Read our highlights from Qatalog's DesignOps Assembly panel.

DesignOps in the new world of work | Qatalog

What is DesignOps and why has it become more important in this new world work.

DesignOps in the new world of work

A collection of feedback and reviews from our customers. Find out how businesses and teams are getting the most out of Qatalog.

Qatalog reviews: What our customers are saying

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What our customers are saying

Blueprints for a new way of work. Qatalog founder and CEO, Tariq Rauf tells us  about his journey from architecture into software.

The story of Qatalog and its founder & CEO, Tariq Rauf

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The story of Qatalog and its founder, Tariq Rauf

What's new on Qatalog: April 2022

Qatalog’s all-in-one, unified workplace Search gives you relevant results at lightning speed, helping teams to collaborate with context. Read how we did it.

How Qatalog built its unified Workplace Search

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How we built our all-in-one Search

An 8 step guide on how to set company rituals and overcome the culture challenges of remote work.

Rituals for building remote team culture

A guest post written by the team at Running Remote on how to overcome the culture challenges of remote work and create shared values and trust through company rituals.

What do Project Managers do? Kumaran and Varun tell us about their work and how Qatalog can help others in this role.

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Product Directors, Varun and Kumaran, explain what Product Management is all about and how Qatalog can help people in their role.

‘It’s hard to imagine working without it’ - how Qatalog makes the Product Management role easier

Want to effectively align on goals with your team? Tired of using spreadsheets? Learn how to plan and bulk-create OKRs using Qatalog.

Goal alignment and OKR planning | Qatalog

OKRs demystified and how bulk-adding your goals into Qatalog can save you time and uplevel your team collaboration.

Goal alignment and OKR planning made easy with Qatalog

Check out our monthly product updates from Qatalog: quarterly goals, coordinated workflows, improved workplace search.

What's new on Qatalog: March 2022

Qatalog's 2022 survery on meetings concludes that there’s still too many in our calendars. Read for how to have fewer, better meetings.

Too many meetings | Qatalog

We asked 700 knowledge workers about their online meeting habits and how they felt about them. The verdict: they want fewer and better.

Qatalog survey shows there's still too many meetings

Find out how Hire Black Now is shaking up the recruitment industry and using Qatalog to help it scale.

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Visualize your company’s reporting structure with Org Charts.

Qatalog Org Charts, all from one place

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What's new on Qatalog: February 2022

We go over the great resignation and the era of empowered employees working where their balance best suits their lifestyle.

Welcome to the era of the empowered employee | Qatalog

After seeing how flexible companies can be while still exceeding profit margins, many employees are no longer willing to sacrifice work-life balance.

Welcome to the era of the empowered employee

Dana Gagnon, CMO of Everee, spoke with us about 2022 marketing trends and how marketing audiences have changed since working model shifts.

Dana Gagnon 2022 marketing advice | Qatalog

We spoke to Everee CMO Dana Gagnon about customer journey, strategy shifts, and what she’s learned in the last year.

Dana Gagnon on connecting with today’s B2B audiences

The new way of work is shifting to a people-first workplace that is rooted in trust, flexibility, and focus. These three areas all level up to belonging.

The importance of belonging at work | Qatalog Blog

Feeling like you belong is important, even at work

What’s new on Qatalog: January 2022

This interview first appeared on Webrazzi, the the leading Turkish technology publication. Ekrem is the Head of Design at Qatalog and, like

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Design Lead, Ekrem Elmas, talks about why he joined Qatalog, working in a distributed team, and why design offers so many opportunities.

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Company wikis are used to share information throughout a company. A work hub does the same thing, while integrating other useful tools.

Company wiki vs work hub | Qatalog blog

Companies have a lot of information. Documents. Messages. Files. Decks. Code. Emails. If you keep digging, it goes on and on.

Deciding between a company wiki and a connected Work Hub

Documentation and productivity apps play a vital role in the workplace. Learn how a Work Hub connects your existing apps.

Work hub vs. Documentation apps | Qatalog

Documentation apps come with organization and context-switching challenges. Solve them with a work hub.

Best documentation software for modern teams

Qatalog's design team is fully remote. Here's how we collaborated on revamping our design system.

How Qatalog’s design team builds a strong design system | Qatalog

A design system is a set of standards intended to manage design at scale using reusable components and patterns (N/N group).

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We’re excited that 5,000 businesses (and counting) have adopted Qatalog.

5,000 businesses choose a different way of working

Qatalog launches Tasks to simplify your project management experience and allow collaboration at every step.

Qatalog launches Tasks | Qatalog blog

Unify all your project ingredients in a single place.

Qatalog launches Tasks to simplify project management

Qatalog Workflows now allow sharing with external partners. Streamline production with an agency, contractors, or freelancers.

Qatalog Workflows now simplify collaboration with external partners

Qatalog users can now have external partners outside of their Qatalog Work Hub fill out forms, request approvals, send emails, and trigger activities across apps like Asana, Slack, and Trello.

Customer growth accelerates at Qatalog, as 5,000 businesses use the work hub to coordinate teamwork and scale operations as flexible work go

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I’ve always liked work in December. Projects are wrapping up and we start thinking about goals for the new year. At a startup, this can be e

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A work hub is a vital addition to your team’s instant chat.

Team instant messaging apps vs. work hub

Digital dexterity means being adaptable to new and upcoming technologies. Here are five ways to prioritize digital dexterity in your org.

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Digital dexterity has been and will continue to be the measurement that distinguishes successful businesses from those that fail.

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How Qatalog integrates our Node.js config loader with GCP's Secrets Manager (complete with Joi validation)

A GCP-secrets integrated config loader for Node.js

We're big fans of GCP at Qatalog, so of course we store all our production secrets in GCP Secret Manager. And as our backend runs on Node, we were looking for a good config loader that integrates nicely with Secret Manager. But we couldn't find one that worked how we wanted, so we built our own instead and have released it under an MIT license.

Qatalog survey of 2,000 knowledge workers uncovers a crisis of trust within the modern workplace. Read more in the press release.

Workplace trust crisis press release | Qatalog

We published a survey of 2,000 knowledge workers which uncovers a crisis of trust within the modern workplace.

Distributed work and collaboration advice, curated by Qatalog

When is the right time to create a knowledge base?

Knowledge management is pointless without structure

How to build trust in remote teams

Async — the promise vs. the reality

What is a documentation culture? (And how to create one)

How to set remote teams up for success

What is knowledge management and why does it matter?

Get started with your
single source of truth for work

Distributed work and collaboration advice, curated by Qatalog

When is the right time to create a knowledge base?

Knowledge management is pointless without structure

How to build trust in remote teams

Async — the promise vs. the reality

What is a documentation culture? (And how to create one)

How to set remote teams up for success

What is knowledge management and why does it matter?

Get started with yoursingle source of truth for work

Get started with your
single source of truth for work