Knowledge
Five triggers that make a document speak
Deadlines, external shocks, forgotten commitments, volume, memory: the five situations in which a document should reach you without you looking for it.
Most document tools wait to be asked: knowledge answers the questions you put to it, and stays silent the rest of the time. It can do more. Part of what your documents contain should reach you at the right moment, without you having to ask. Search answers the questions we ask ourselves. Watching over your own documents answers the ones we should have asked. Five triggers make a document speak.
Time passing, events occurring
The passage of time is the simplest. Deadlines, tacit renewals, notice periods, termination windows, indexation clauses: every contract contains a calendar. A missed exit window often commits you for several more years.
The external event comes next. A shock occurs, and the question becomes: which documents are affected? The 2020 pandemic offers the clearest example. In the United Kingdom, the FCA, the financial regulator, took to court the question of whether certain clauses in business interruption insurance policies covered COVID-related closures. In January 2021, the Supreme Court largely ruled in its favour, opening the way to compensation for thousands of policyholders. All of that value depended on the exact wording of the clauses. The same mechanism applies to every new regulation, every international sanction, every sudden price rise.
Forgotten commitments, buried information
The third trigger is the commitment made, then forgotten. Audit recommendations, committee decisions, reporting obligations under a grant agreement: each of these commitments is written down somewhere, often with its deadline. Few organisations give themselves the means to follow them through over time.
The fourth trigger is volume: when documents are too numerous to reread, useful information stays buried without anyone having forgotten it. In 2017, JPMorgan presented COiN, a machine learning tool that extracted 150 attributes from its 12,000 annual commercial credit agreements. According to the shareholder letter quoted by Financial Planning, this work would have taken up to 360,000 hours a year by hand, and around 80% of loan-servicing errors stemmed from contract interpretation errors. These are estimates reported by the bank itself.
The last figure has an instructive history. Recent articles, including a March 2026 post on Aktagon Signals, turn it into “an 80% reduction in compliance errors”, a claim the original source does not contain. The letter described where errors came from. The derived version invents a result. Hence the requirement that a signal arrive with its source.
The past that sheds light on the present
The fifth trigger, finally, is the past that sheds light on the present. Before launching a study, an opinion or an audit: what have we already said on this subject, and is it consistent with what we are about to say? For an institution that has issued opinions for decades, this puts its whole memory at the service of each new piece of work.
Intelligence professionals describe analytical work as a cycle: you direct the search, you collect, you analyse what you found, you share the result, and that result redirects the next search. In this cycle, the five triggers correspond to dissemination and direction.
Knowledge leaves the archives, reaches the right person at the right moment, and restarts the work.
From triggers to watches
What remains is to make this a practice. The approach is to turn each trigger into a watch, described in a few sentences, and to have every signal arrive with the passage that justifies it. Each recipient receives what concerns them; the signal brings them back to the relevant passages, and exploration resumes.
The situations are not hard to find. A local authority can be alerted when a grant agreement approaches its reporting deadline. An advisory body can be notified when a new public report contradicts an opinion it issued. A property manager can see the exit windows in its leases six months ahead.
Signalling means making knowledge act rather than waiting to be consulted. In the intelligence cycle, this is the step that closes the loop and starts the next one.