In many workplaces, the influence of past employees lingers long after they’ve left. The concept of the Eternal Alex Coefficient (EAC) quantifies this phenomenon. The EAC measures how frequently an absent employee's name comes up in discussions and decisions. It’s calculated by multiplying the number of years since the employee's departure (Y) by the number of times their name is mentioned in the current year (T). For instance, if Bob left seven years ago and is mentioned three times this quarter, his EAC would be 21. This metric highlights how both the employee's legacy and the natural passage of time can keep their influence alive in an organization. The article offers a practical example involving a discussion about a problem that Mary tried to solve in 2020, which was forgotten due to the COVID-19 pandemic. This illustrates how organizational memory can fade when employees leave, leading to potential pitfalls. If a company doesn’t have effective systems in place to retain knowledge, it risks losing critical context for decisions made long ago. Walsh and Ungson's research from 1991 emphasizes that individuals serve as important "storage bins" for organizational memory. When these individuals depart without their knowledge being properly documented, organizations may encounter confusion and inefficiency. Without a strategy to transition knowledge from departing employees, organizations might face significant disruptions. The lack of clarity about past decisions can create scenarios where no one understands the rationale behind them. This situation can lead to a breakdown in decision-making processes. The EAC serves as a reminder of how critical it is to maintain a connection to past knowledge, especially in environments where expertise and experience are tied to specific individuals.