<![CDATA[Knowledge management plays a vital role in financial service organizations where operational performance relies heavily on information availability, employee expertise, and cross-divisional coordination. However, organizational knowledge is frequently undocumented, dispersed across disconnected platforms, or concentrated within specific individuals, thereby creating key person dependency and heightening organizational knowledge risk. This study investigates the factors driving key person dependency, examines how limitations in tacit knowledge transfer generate knowledge risks, and analyzes their relationship with information fragmentation at PT JACCS MPM Finance Indonesia. A qualitative case study approach was conducted through semi-structured interviews with eight purposively selected informants across the Asset, Collection, IT, Operational, and Procedure divisions, representing managerial, supervisory, and operational levels. The interview data were systematically evaluated using thematic analysis. The empirical findings reveal that tacit knowledge centralization and inadequate documentation practices not only elevate knowledge loss vulnerability during employee turnover, but also lead to operational delays, decision bottlenecks, and information fragmentation across unintegrated communication channels. To mitigate these operational disruptions, this study formulates a sustainable knowledge management strategy that integrates people, processes, and technology through centralized repository implementation, standardized documentation protocols, structured handover procedures, backup personnel assignments, and routine knowledge-sharing routines. Validated by organizational stakeholders, these strategic initiatives offer a practical framework to preserve institutional memory, ensure operational continuity, and minimize reliance on individual knowledge holders. ]]>
