Ideally in any organisation there should be a culture of standardisation and documentation. As otherwise it could seem that the organisation is doing everything for the first time. Which is the wrong image to present when implementing what appears to be a standard product or service.
Therefore, projects must have the budget and time to create / maintain documentation that can be used by future projects. If an implementation of a product (is a Big Mac unique or identical to every other Big Mac?) or service can be standardised, then this is of great benefit to the customer and delivery organisation.
It is likely that the products or services organisations offer have a high level of potential for standardisation and repeatability in the implementation. Imagine that 60 to 80% of the activities that are done on a project are the same for every project (e.g. infrastructure build, requirements gathering in a market, client training and onboarding etc). This means that if 60 to 80% of the project can be standardised then the project becomes like a Formula 1 team that can change the tires in a pit stop in a fast and flawless way. The benefit of standardisation and repeatability would allow the organisation to focus heavily on providing massive value and attention to the 20 to 40% of the project that is unique.
By recording knowledge in documentation (internal Wikipedia, pre-filled requirements, standard infrastructure build request forms, functional design documents etc) and having standard and repeatable ways of working then the organisation can deliver projects faster with fewer mistakes and at a lower cost while providing outstanding service to its clients.
So a Win-Win!
Successful International Project Management 