The Future of Knowledge

Last week, I was speaking with a startup founder, and something he said stuck with me. He remarked, "The Internet made information accessible to all. Now, AI is making knowledge accessible to all." That got me thinking—what will happen to knowledge in the future?

For much of human history, knowledge was scarce and precious. From the guru-shishya tradition in the Vedic period to the hallowed halls of Alexandria, Nalanda, and Taxila, knowledge wasn’t just acquired—it was earned through deliberation, reflection, and debate. Questions led to more questions, and understanding was forged in the fire of discussion. It wasn’t merely about information; it was about insight—about peeling away layers of meaning through patient inquiry.

Today, knowledge is abundant, overflowing, and, in many ways, devalued. I believe the future of knowledge will be shaped by three fundamental shifts: its diminishing value, a return to ancient forms of learning, and an emerging paradigm that challenges both.

1. The Diminishing Value of Knowledge

The age-old economic maxim—scarcity creates value—applies to knowledge as well. The wisdom of a guru, the rare manuscripts of a scholar, the experience of a seasoned craftsman—these were once revered because they were difficult to access. But what happens when knowledge is limitless? When an AI can summarise Aristotle in seconds, generate a business strategy with a single prompt, or build a website in hours—what is left to covet?

In the industrial age, education was systematised—subjects were categorised, knowledge was broken down into curricula, and examinations determined mastery. This was knowledge optimised for mass production, designed to meet the demands of factories, not philosophers. But in the digital age, the sheer availability of knowledge has turned it into a commodity. A degree no longer guarantees expertise, and memorisation is an obsolete skill. The question is no longer whether you know, but whether you can apply, synthesise, and, above all, discern.

For businesses, this shift is already underway. Expertise is no longer about hoarding knowledge but about leveraging it in real time. The most valuable professionals will be those who can navigate oceans of information, separate signal from noise, and translate insights into action. Leadership, too, will no longer be about knowing the most but about asking the right questions.

2. Rediscovering Inquiry and Debate

Ironically, the abundance of knowledge may push us back to ancient ways of learning. When information is infinite, memorisation becomes meaningless—but interpretation becomes invaluable. This is where the guru-shishya model, the Socratic method, and oral debates from ancient cultures regain their relevance. The future of learning may not be about what we learn, but how we engage with knowledge.

In a world of infinite answers, questions will become the new currency. The ability to challenge assumptions, debate rigorously, and extract wisdom from complexity will define true thinkers. This shift is already evident in business and management. The best leaders are not those with the most knowledge but those who foster environments where questioning is encouraged, where teams are empowered to challenge conventions, and where decisions are made through deliberation rather than deference.

Even in management education, the best students often come from institutions that prioritise discussion and debate of case-studies over rote memorisation of Philip Kotler or Keith Davis. The process of acquiring knowledge will become as important as the knowledge itself.

3. The Rise of Curated Ignorance

If knowledge is unlimited and deep inquiry is making a comeback, what else could shape the future? One possibility is the rise of curated ignorance. In an era of information overload, strategic unknowing may become a necessary skill.

Just as businesses today rely on data-driven decision-making, tomorrow’s leaders may focus on what not to know. This isn’t about wilful ignorance but about deliberate focus—choosing to ignore the noise to sharpen insight.

The other day, I came across the term Schelling Point—which, in a way, encapsulates this concept. Selective knowledge acquisition will be a survival skill, where individuals and organisations consciously filter what they engage with, prioritising depth over breadth.

Consider business decision-making: The best leaders won’t be those who attempt to know everything but those who recognise what information is truly critical and what can be ignored. This shift will also influence consumer behaviour. Brands that curate experiences, filter choices, and simplify decision-making will be more valuable than those that overwhelm customers with endless options.

The trajectory of knowledge has come full circle. From being scarce and sacred to being systematised and commercialised, and now to being ubiquitous and, in some ways, undervalued. But in this saturation lies an opportunity. The future belongs to those who can elevate knowledge beyond mere consumption—those who can question, debate, and, perhaps, strategically choose what not to know.