Haoman

Companies lose their sense of themselves gradually: knowledge scatters, client context goes stale, decisions get separated from the reasons behind them and commitments are remembered differently by different people. Haoman connects those threads and surfaces the gaps and tensions worth looking at.

Organisational memory decays in a way nobody notices, because each loss is small. A decision is made and the reasoning stays in one person's head. A client's situation changes and the note is never updated. Two people leave a meeting with different accounts of what was agreed. None of these is a crisis, and together they are why an organisation stops understanding itself.

Haoman's premise is that the material to reconstruct all of it already exists across documents, conversations and commitments, and what is missing is anything that reads across them. Surfacing the tension between two sources that disagree is more useful than another summary, and considerably more uncomfortable, which is rather the point.