This is an extremely common risk in Taiwan's small and medium manufacturing enterprises, and it's frequently identified during business diagnosis. When customer relationships, negotiation experience, and specific operational habits exist only in a few people's minds, losing that person makes complete handover nearly impossible, and successors take a long time to rebuild. Customer relationships may also be lost in the process. Solutions work on several levels: First, document processes so practices aren't just in people's memories. Second, centralize important customer information in company-accessible systems, not just personal email or phones. Third, establish handover mechanisms so knowledge transfers with context. The human resources assessment dimension of business diagnosis does exactly this: identify which knowledge currently exists only with specific individuals, and provide concrete recommendations for preservation and knowledge transfer to reduce the impact of talent loss on the company.