Jim McGee writes at Enterprise Systems about The Invisibility of Knowledge Work:
For all the productivity gains that accrue to the digitization of knowledge work, one unintended consequence has been to make the execution of knowledge work essentially invisible, making it harder to manage and improve such work. Attacking that invisibility opens an important path to making knowledge work manageable and improvable.
Knowledge work is better understood as craft work; its products are valuable because they are creative and original. Delivering identical consulting reports to different clients is grounds for a lawsuit, not an example of good knowledge management practice.
There are some lessons here for the way we work as academics. So little of what we do is visible that we can sometimes find it difficult to follow our own trails let alone those of others.