In a previous post, I explored how legal information professionals talk about and define knowledge management. But a recent global survey gives us a broader view about people in KM: who’s doing KM, what skills they need, what skills will be valued in the future, and where they think the profession is going.
The APQC “People of KM” survey, published in April 2025, draws on the perspectives of over 400 knowledge management practitioners worldwide. It offers a valuable snapshot of our profession at a time when AI, shifting organisational needs, and new hybrid work patterns are rapidly reshaping how knowledge is created, shared, and sustained.
Let’s unpack a few findings that particularly resonate for those of us working in legal, professional, and information-intensive environments.
According to the report, “over half of respondents started their KM programmes within the last five years, likely driven by the 2020 pandemic and the onset of evolving technologies like generative and agentic AI” (p.6). That’s striking. It reflects a post-pandemic push toward formalising knowledge initiatives, often spurred by the rise of AI and the urgency to capture organisational knowledge more systematically.
In contrast, around one-third of respondents reported KM programs with more than a decade of history. This shows the field’s dual reality: one foot in rapid growth, the other in a long-established and ongoing evolution.
For legal and professional service firms, this confirms my conversations with people in KM. Many have long-running KM functions, yet they’re still redefining what KM means, especially as expectations for AI integration and subject matter expert engagement grow.
This survey confirms something we in library and information roles have known for years: KM is as much about people as it is about platforms.
They note that the top skills for today’s KM professionals include communication, relationship building, and flexibility, with more than 90% of respondents saying these are essential. Also high on the list are critical thinking, facilitation, stakeholder management, and emotional intelligence.
What’s notable is the increasing emphasis on cross-functional leadership, design thinking, and AI fluency. Over half of KM professionals now see generative AI as a skill they need to leverage and not just theoretically. Many organisations are actively involving subject matter experts (SMEs) in AI-related KM work.
Note: Cross-functional leadership refers to the ability to lead, influence, and collaborate across different departments or professional areas within an organisation, often without having formal authority over the teams involved.
This aligns closely with how legal information professionals are being pulled into more strategic, tech-enabled conversations about how knowledge flows and is reused. If we ever needed proof that “soft skills” are KM’s hard edge, this is it. And this is exactly what I am talking about regarding KM engagement.
The demographics of KM practitioners paint a picture of a diverse and highly educated cohort. More than half hold a master’s degree, and nearly one in ten have a doctorate—figures that exceed general workforce averages. The most common academic backgrounds include business, library/information science, and IT – an eclectic mix that reflects KM’s multidisciplinary roots.
More than half of KM professionals have been working in the field for over a decade. Yet many have changed roles recently: 44% have been in their current position less than three years. This suggests a profession in motion, growing, adapting, and being restructured. This confirms my view on the importance of continuous learning and development.
More than half of the KM professionals responding belong to Generation X and just over one quarter are represented by millennials. Almost one in five KM professionals responding are represented by the baby boomer generation… And with Generation Z rapidly entering the workforce and making up almost one-third overall, there are very few involved in KM currently. (p13)
If the profession is in flux, what do future prospects look like? While 50% of respondents say they expect to stay in KM, 41% are uncertain. Only 28% strongly or somewhat agree they have a clear path for career advancement. This lack of visible career path may sound familiar to many legal and library professionals who’ve pivoted into knowledge roles.
KM careers often emerge organically, driven by expertise, opportunity, or internal reorganisation. But as a field, we’re still working on making those paths more visible, more intentional, and more supported. For example, initiatives like CILIP’s KM chartership qualification aim to provide more structured career development.
Given this peak in “Gen X” KM workers, I am curious about the next generation and the future of the knowledge industry. What are they doing right now, where are they getting their experience? Are they training as librarians or programmers, statisticians or lawyers? What impact will rapidly evolving tech have on information careers going forward?
The report also shines a light on the role of SMEs in KM, especially relevant in professional services. Forty percent of organisations say SMEs are actively engaged in managing knowledge content. Many also lead communities, mentor colleagues, or provide input into KM strategy.
Yet fewer than half of organisations say leadership provides resources for SME engagement. That’s both a gap and an opportunity. If your KM strategy depends on expert input (and whose doesn’t?), aligning incentives and support structures is key. This is exactly how you drive engagement: by making knowledge sharing worth their while.
This report underscores what many of us already know: KM is no longer just a capability, it’s a culture. And while the tools are evolving fast, it’s people who shape how knowledge flows. For legal information professionals navigating this shifting terrain, the challenge is clear.
We must keep championing the skills, structures, and voices that ensure KM remains relevant and resilient. Whether you’re a team of one or part of a wider KM function, this data can be a helpful mirror. Where does your organisation sit in this picture? And what might need to change to get to the next level?
The APQC report is well worth reading in full and provides insight into the KM industry.
Try the powerful and easy-to-use KnowAll Matrix with no obligations, no commitment, no installation
 | Thank you for Signing Up |
Subscribe now to keep reading and get access to the full archive.
