**6. Conclusions**

In a world disrupted by the increasingly rapid use of new ubiquitous digital technologies, speed-up in 2020 by the COVID-19 pandemic, organization has transformed itself into a constantly renewed sociotechnical system confronted with unknown and uncertainty.

In this chapter, we presented background theories and practical results of our industrial experience, consolidated by our academic research. After presenting the notion of "Age of new normal," we emphasized the role of tacit knowledge, notably its creative power in the field of relationship between individuals.

Oriented by our constructivist and sociotechnical approach of knowledge management, and our three fundamental postulates, we presented our definition of Knowledge Management that goes beyond most definitions recognized by knowledge management researchers and practitioners.

Then, the chapter focused on infrastructures for innovative technologies deployment, and we presented the model of infrastructures adapted to the characteristics of the "Age of new normal," which we named Semi-Open Infrastructure Model (SopIM). An application case is described that shows how, faced to unknown, uncertainty and doubt, we can find a way of leading based on agility and confidence so that we can rely on a strong and involved team with a high degree of trust at all levels: between the manager and his employees, but also between the employees between them.

In the "Age of new normal" constantly renewed, organizations are condemned to a permanent transformation. Cooperation and mobility become dominant ways of work, which rests on a permanent personal and collective learning. Beyond the information processed in the digital information systems, the creative power of the tacit knowledge, which is in each individual's brain, cannot be ignored. From our point of view, a constructivist attitude will improve the deterministic attitude strongly anchored in our modes of education. In the future, Managers and decisionmakers will need to be aware of the role of interpretive frameworks and the creative power of tacit knowledge. Some of them, hoping to return to the old normal and restore what worked in the past, will have to transcend their perspectives. The borders and the limits of their interpretative frameworks will evolve. Managers and decision-makers will be encouraged to move from an attitude of command and control to an attitude of encouragement, animation, support, and accompaniment. Depending on their context and situation, they will need to imagine relevant infrastructures. In specific cases, Semi-Open Infrastructure Model (SopIM), which is already implemented into some companies—notably digital field and start-up companies—will be liable to help organizations to imagine structures adapted to their context and situation.

Researchers in the analytics and digital field should pay attention to the role of tacit knowledge and interpretative frameworks and measure the possible consequences of their work according to the domain and the context of their applications. To this end, we could develop researches on the rules insuring the relevance of information, taking into account the role of interpretative frameworks and tacit knowledge of users.

To conclude, this chapter retraces and completes our road toward Semi-Open Infrastructure Model (SopIM). We hope that it will bring a set of fruitful reflections to those who will be faced to the "Age of new mode."
