From Conflict to Continuity: What the Iran War Teaches Us About Knowledge Preservation
- Sagit Salmon
- Sep 29
- 2 min read
This article does not aim to present groundbreaking revelations or surprising new methods. Instead, it focuses on reflection, connection, and reminders: emphasizing the critical importance of translating knowledge management theory into practice.
In June 2025, during the conflict between Israel and Iran, widespread attention was directed at Iran’s senior scientists. News reports described targeted operations against key figures, with commentators noting: “Knowledge was the hardest and most effective blow, and the most significant delaying factor.”
While the geopolitical context is unique, the lesson is universal. Knowledge is an irreplaceable strategic asset. Success often relies not only on infrastructure or technology, but on the expertise, experience, and tacit insights held by individuals. When that knowledge is lost, the impact on continuity and performance is immediate and often severe.
This reality is highly relevant to organizations today. We live in the era of the knowledge worker: employees whose value and effectiveness are rooted in the knowledge they hold and apply. Their contribution is a decisive factor in organizational resilience, innovation, and long-term sustainability.
At ROM, we have seen this firsthand. I recall a senior manager in a government ministry requesting a structured knowledge preservation process, noting: “In the next two years, three department heads will retire.” Such cases are not unusual. Across industries, organizations are confronting the risks of knowledge loss due to retirements, turnover, or emergency situations.
In recent years, we have supported multiple knowledge retention initiatives related to crisis management and emergency preparedness. Israel, unfortunately, has accumulated considerable experience in this field. These projects highlight a core truth: knowledge grows through years of work, learning, and practice. Yet it can be forgotten, overlooked, or lost if not deliberately captured and transferred.
So what did I learn (again) about knowledge retention from all this?
Knowledge is a critical organizational asset, and its retention is equally vital.
Knowledge preservation must become part of organizational culture and everyday practice. It should not be treated as an ad-hoc activity triggered only in times of risk.
Knowledge workers are essential employees, and their expertise must be safeguarded to ensure continuity.
Knowledge management practices deliver long-term value. Even if their impact is not always immediately visible, they are indispensable for organizational resilience.
Today, many organizations recognize that systematic knowledge retention is indispensable for ensuring business continuity and minimizing risks from employee turnover or unexpected disruptions.
For further insights into methodologies and tools for knowledge preservation, I invite you to explore our Knowledge Management Repository, where best practices and case studies are documented for organizations seeking to strengthen their resilience.
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