denotes premium content | Jul 7 2008 Inside Knowledge magazine archive
Volume 11 Issue 8
- Editor's letter
Recruiting writers and editing this magazine continues to be a new kick to my continuing education. Because we are now devoted to both tacit and explicit – knowledge management (KM) and enterprise information (EI) – the connection has never been more clear. It’s not just a matter of information management ‘supporting’ KM, but rather a sister act. KM is about ‘knowledge in action’; document management (DM) is about ‘knowledge in waiting’. Their missions are both separate and the same.
Volume 11 Issue 7
- Editor's letter
Thanks for this issue goes first to two of our field’s iconic pioneers, Charles Savage in Germany and Richard Cross in the UK, who have helped me feature an in-depth series of reports on the knowledge economy.
Volume 11 Issue 6
- Editor's Letter
Yet another story out of the UK is troublesome to the overall direction of KM and threatens a fit of paranoia around the world that could throw a wet blanket over the growing interest in more open communication.
I’m referring, of course, to the recent HM Revenue & Customs loss of two CDs containing the personal and financial details of 25 million people, which according to one report could be worth £6bn to criminals.
Volume 11 Issue 5
- Editor's Letter
I hope you will find this special edition of Inside Knowledge not only informative, but helpful – especially in light of the developing angst surrounding senior knowledge. It looks like the world is conflicted as it faces a set of antithetical choices between the need to both retain old knowledge and make way for new.
Volume 11 Issue 4
- Changing times
"It’s time for the very narrow KM ‘community’ itself (on which the magazine was founded) to change, to reach beyond its own inner circle and engage in the work of the larger knowledge pool where knowledge work labours under different flags – business intelligence, change management, learning organisations, project management, product development, librarianship, even the several branches of information technology – to name but a few."
Volume 11 Issue 3
- Editor's Letter
MOST OF you will be familiar with Jerry Ash. The founder and chief executive of the Association of Knowledgework (AOK), Jerry has also been a regular and valued contributor to Inside Knowledge for some years now, impressing us all with his demonstrable passion and commitment to advancing the field of knowledge management (KM).
Volume 11 Issue 2
- Editor's letter
IT IS almost two years to the issue that I was appointed editor of Inside Knowledge and, in that time, I’ve learnt a great deal from a wide variety of very smart people – people in knowledge management are always keen to share what they know.
Volume 11 Issue 1
- Editor's letter
It is almost two years since I had the great privilege of becoming editor of Inside Knowledge. In that time, it has been my pleasure to talk with the greats of the industry and read their insightful articles before anyone else.
Volume 10 Issue 10
- Editor's letter: The internet revolution
Back in the heady days of the late-1990s, when the internet was going to take over the world (even if you had to dial-up to access it and could only ‘surf ’ at an anaemic 56 kilobits per second) idealists claimed that it would break down national and ideological barriers, bring an end to authoritarianism and provide sundry other liberty-enhancing benefits.
Volume 10 Issue 9
- Editor's letter: Community care
It has been some time since Inside Knowledge took the spotlight to communities of practice (CoPs), but this month, we’re shining the light very closely on this aspect of knowledge management (KM) with two excellent reports, one from Dr Richard McDermott and the other from Jerry Ash.
Volume 10 Issue 8
- Editor's letter: Insecure by design?
On the face of it, there isn’t a strong relationship between the concept of information security and the ideal of a ‘KM culture’.
Volume 10 Issue 7
- Editor’s letter: Is KM finished?
Every now and then, something comes along to shake people out of complacency. This month’s case report – and related debate between Jerry Ash and David Snowden – is just such an occurrence.
Volume 10 Issue 6
- Editor's letter: When two worlds collide
Welcome to the March 2007 issue of Inside Knowledge – now bigger and better. This month, we welcome readers of IK’s sister magazine, Enterprise Information, which is being merged with IK to provide a magazine devoted solely to knowledge and information management.
Volume 10 Issue 5
- Editor's letter: When not to share knowledge?
Knowledge sharing is widely regarded as ‘a good thing’. In an exchange of knowledge, both parties benefit. That, at least, is the theory. But there are many times when it is important to protect certain knowledge – from competitors, especially. But what about potential competitors?
Volume 10 Issue 4
- Editor's letter
When the internet first moved into the mainstream a decade ago, idealistic proponents argued that, finally, information would be free – free to move unhindered by geographical and other barriers, that is, not necessarily free as in ‘free beer’.
Volume 10 Issue 3
- Editor's letter: Unintended consequences
Change management is, in many respects, at the heart of knowledge management (KM) – especially when KM is being introduced into an organisation for the first time.
Volume 10 Issue 2
- Editor's letter
Can people’s minds be as flexible as the working patterns they are increasingly expected to adopt? How can staff adapt to organisational change when they have grown used to routine and, well, like working in the way that they always have done?
Volume 10 Issue 1
- Editor's letter
Philips Lighting was certainly not the first, nor will it be the last, to move some of its manufacturing to China. But how it has handled the parallel transfer of knowledge and know-how provides an example to everyone.
Volume 9 Issue 10
- Editor's letter
In some organisations people share knowledge as if it were second nature, while in others ‘knowledge hoarding’ is the norm. Elsewhere, people in one part of an organisation may share knowledge freely – but keep it from another section or division that they may regard jealously.
Volume 9 Issue 9
- Editor's letter
When Inside Knowledge special correspondent Jerry Ash casually mentioned that he was writing a book on the next generation of knowledge management (KM), we could barely contain ourselves. Having read with admiration his hugely popular case reports for Inside Knowledge, we knew we had to persuade him to publish his book as an Ark Group special report – and quick.
Volume 9 Issue 8
- Editor's letter
In some senses, Tim Berners-Lee, the inventor of the technology that underpins the worldwide web, could be regarded as one of the most important knowledge management (KM) innovators ever – although he may not know it.
Volume 9 Issue 7
- Editor's letter
There can be few industries more complex, risk-ridden and fraught than the aircraft industry, which is what makes Jerry Ash’s case Israeli Aircraft Industries report this month so intriguing.
Volume 9 Issue 6
- Editor's letter
It wasn’t so long ago that knowledge management (KM) was dismissed as a mere fad that would fade just as soon as everyone saw through the mist of jargon and fine words.
Nothing could be further from the truth today, however, with national and regional governments looking to marry KM ideals and strategies with modern technology to create innovation zones or ‘knowledge cities’.
Volume 9 Issue 5
- Editor's letter
Volume 9 Issue 4
- Editor's letter
Welcome to the December/January edition of Inside Knowledge. In this month’s profile, Sandra Higgison talks to 'storytelling' pioneer Victoria Ward about life in the City. Jessica Twentyman examines the concept of the 'corporate wiki' and Jerry Ash reports on Hewlett-Packard's capture and re-use project.
Volume 9 Issue 3
- Editor's letter
Welcome to the November edition of Inside Knowledge.
In this month’s profile, Sandra Higgison talks to KM guru Geoff Parcell about finding oil and saving lives. Most knowledge managers will at least be a little envious of the initiatives Geoff Parcell has championed and been involved in during his time at BP, the United Nations and beyond.
Volume 9 Issue 2
- Editor's letter
Welcome to the October edition of Inside Knowledge. In this month’s cover story, our US correspondent Jerry Ash discovers the benefits of learning ‘before, during and after’ while talking to Kent Greenes, chief knowledge officer at Science Applications International Corporation.
Volume 9 Issue 1
- Editor's letter
Welcome to the September edition of Inside Knowledge. In this month’s cover story, Alan Mitchell charts the rise of personal knowledge management (KM).
Volume 8 Issue 10
- Editor's letter
Welcome to the July/August edition of Inside Knowledge. As most of you will now be aware, after five years working in various capacities with the magazine, Simon Lelic has moved on to pastures new. I would like to take this opportunity to thank Simon for all his hard work and to wish him the very best in all his future endeavours.
Volume 8 Issue 9
- Editor's letter
Welcome to the June edition of Inside Knowledge. After five years working in various capacities with the magazine, this will be my last issue; I am off to pastures new. Rest assured, however, that the magazine will be in very safe hands. Jason Schofield, editorial director here at Ark Group, will be taking over the reins, and he will be assisted by Kate Clifton, who will continue as deputy editor. In addition, the team of freelancers that Inside Knowledge has built up since the start of the year will continue to contribute the same high-quality articles, profiles and case studies – all of which means that you will hardly notice I am gone!
Volume 8 Issue 8
- Editor's letter
This month’s cover story details what can confidently be described as the most comprehensive and far-reaching knowledge-management initiative ever attempted anywhere in the world. Indeed, Inside Knowledge correspondent Jerry Ash uses precisely these words to introduce his overview of a programme that incorporates, in one way or another, an astonishing two million people. First championed in 1998 by a four-star admiral, KM has since become a fundamental aspect of the way the US Department of the Navy (DON) operates.
Volume 8 Issue 7
- Editor's letter
The customer is king. Where have you heard that before? For decades companies have been pledging to put the customer first, and for a while it seemed the emergence and widespread implementation of customer-relationship-management (CRM) systems would allow firms to make good on their promise. CRM applications theoretically allowed organisations to personalise the customer experience.
Volume 8 Issue 6
- Editor's letter
After falling out of favour, company mergers are back in fashion. Last year was the most active for mergers and acquisitions (M&A) worldwide by value since 2000, and recent announcements from firms including Procter & Gamble and Gillette, and AT&T and SBC, for example, have fuelled impressions that the urge to merge is gaining strength. In the 1990s, a similar compulsion gripped the corporate world, with often disastrous consequences for the companies involved. But with record profit announcements seemingly now a daily event and corporate-governance reforms well underway, the hostility among investors towards M&A has abated. Thoughts are once again turning to expansion and diversification.
Volume 8 Issue 5
- Editor's letter
Welcome to the February edition of Inside Knowledge. Thanks, first of all, to all those who have been kind enough to get in touch with feedback on the new-look magazine. Your response so far has been overwhelmingly positive, not just about the updated format and design, but also regarding the magazine’s name change. Based on the dozens of positive comments we have received, as well as the absence of any criticism of the new title, it seems the majority of readers agree that it is the creation and application of knowledge we should be focusing on, not what we call the disparate and constantly evolving collection of techniques and practices that helps us achieve this goal.
Volume 8 Issue 4
- Changes to your magazine...
As many of you will now know, Knowledge Management magazine has been renamed Inside Knowledge. Over the next week, the website will also be brought up to date, with a new look and feel, and significant improvements to the navigation and design. Read on to find out more...
Volume 8 Issue 3
- Inside knowledge: KM Europe
We are all working longer hours and are under more pressure than ever before and I for one believe it’s time to generate some positive energy in the workplace. Unsurprisingly, I'm not alone in this. The Business Energy Survey, conducted by the Chartered Management Institute, recently questioned over 1,500 UK managers and found that employees need to feel proud of their organisations if they are to give their jobs their all. Praise not pay and a positive working environment are key to unlocking human potential, according to the survey. Organisations are taking note and are beginning to introduce flexible working and involving workers in decision-making processes to keep them motivated.
Volume 8 Issue 2
- Inside knowledge: KM and leadership
On the train to London this morning I overheard a perfect example of impromptu networking in action. A woman who was talking (rather loudly) on her mobile phone was drawn into debate by the man opposite when she had finished her conversation about an elderly social-services user in Shropshire and the problems she was currently facing. It seems her fellow commuter was also part of the Shropshire social services team and they spent the rest of the journey sharing stories and experiences, and discussing upcoming conferences. By the time we pulled into Euston, they had swapped e-mail addresses and were planning to meet up at a conference in Wem.
Volume 8 Issue 1
- KM and search and retrieval
There is a creeping fear that recession will soon rear its ugly head and there are already signs that the world’s big economies, including those of America, Japan and China, are starting to suffer. The debate that surrounds the culpability of rising oil prices for the perceived slowdown has in turn prompted some to question whether knowledge really is as powerful and as important a commodity as we have come to believe.
Volume 7 Issue 10
- KM and the mobile workforce
Our previous editor, Sandra Higgison, talked about change management in the June issue of Knowledge Management, and change has certainly been the theme here at Ark Group this summer. I am delighted to introduce myself as deputy editor and the newest addition to the Knowledge Management team. Over the past month I have been wading through a sea of KM literature and I am excited by the prospect of learning all I can about this fascinating field. I have been lucky enough to have some wonderful authors in this July/August issue who have been unfailingly patient and supportive.
Volume 7 Issue 9
- KM and marketing
While an enterprise-wide KM programme may be the end goal of forward-thinking organisations, taking the time to address the specific knowledge needs of each internal function is critical. Many marketing departments, especially within the business-to-consumer sector, are hives of creativity but have so far failed to develop a corporate memory of what works and what doesn’t. Our special focus this month examines how the application of knowledge-management techniques and principles to marketing activities can sharpen any company’s competitive edge.
Volume 7 Issue 8
- Business transformation and knowledge management
Change management features heavily in the implementation of any knowledge-management strategy and is one of the trickiest elements to get right. This month, however, we turn the tables a little and look at how, once established, the lessons learnt from implementing knowledge management and its related practices, tools and mindsets can ease the pain of further business-transformation initiatives, such as adopting new technology, re-focusing corporate strategies, or managing mergers or acquisitions.
Volume 7 Issue 7
- Personal knowledge management
Let’s talk about you. You work five days a week, from nine to five (and then some), you’re a valuable member of your team or department, and you support company strategies and work towards organisational goals. Along with your co-workers, you’re the company’s most valuable asset. But is that how you’re made to feel? This month we look at how organisations can focus knowledge-management programmes on the individual to make sure they get the most from motivated, trained and empowered employees.
Volume 7 Issue 6
- Inside knowledge
When people use terms such as ‘seamless integration’ and ‘silos’, they tend to be within discussions on enterprise-wide, systems-integration initiatives. In March’s Knowledge Management, we discover how similar issues of unconnected working practices also occur in a non-technical sense between internal functions, but instead of being a topic of heated debate, they are an almost accepted way of life.
Volume 7 Issue 5
- Communities of practice
There’s no debating that the concepts behind knowledge management and the value of intangible assets have been accepted across global markets. It became patently clear to this editor when she found herself sitting on a remote beach on the Caribbean coast of Colombia discussing KM principles and her favourite knowledge gurus with a fellow beach bum. On reflection, I shouldn’t have been surprised...
Volume 7 Issue 4
- KM on trial
With the excesses of the festive season and the new year behind us, this is the perfect opportunity to take stock of the year we have left behind and look at what 2004 holds in store for us. Indeed many predictions are made in this issue of Knowledge Management that set the scene for the coming year.
Volume 7 Issue 3
- KM in Europe
November seems to be a month of networking across the globe, with KM Europe 2003 and KM Asia 2003 taking place in quick succession. Both events offer unprecedented opportunities to meet with peers, quiz solution providers, ask advice on your most pressing knowledge-related concerns and be privy to the industry’s latest thinking.
Volume 7 Issue 2
- KM in North America
The next stop in our global KM tour takes us to North America. This month we examine how some of the region's, and indeed world's, leading knowledge-focused companies have reaped the benefits of an overall knowledge strategy and they offer advice from their lessons learnt. Buckman Laboratories, winners of this year's MAKE award, the US Department of Agriculture and Nasa are just some of the case studies featured.
Volume 7 Issue 1
- KM down under
Following our exploration last month of the impact of knowledge management in Asia, this month we head down under to see how KM has evolved in Australia and New Zealand. While Australia has both a well developed KM industry and community, New Zealand has historically been slightly off the pace in terms of innovation in the field. The future of KM looks bright in both nations, however, as this month’s case studies and features demonstrate. And though perhaps slightly beyond the remit of this edition, we have slipped in a case study from South Africa as well – specifically, from De Beers, a fascinating company with an equally fascinating KM story to tell.
Volume 7 Issue 1
- KM down under
This month we head down under to explore the evolution of knowledge management in Australia and New Zealand. We feature case studies from De Beers, AAR, the Australian Red Cross and the New Zealand Ministry of Research, Science and Technology, as well as an interview with Verna Allee, keynote speaker at this year’s KM Europe. You will also find the usual mix of news, reviews and interviews.
Volume 6 Issue 10
- Knowledge management in Asia
This month we set off on a KM world tour, with the first of four issues dedicated to exploring the impact of knowledge management in a particular region of the world. In the next edition, we head down under, with case studies and features from leading KM practitioners in Australia, New Zealand and South Africa. In October, we move to the Americas, before heading to Europe in November to coincide with the fourth annual KM Europe exhibition. Each month, we will feature case studies of companies that are leading the way in terms of KM implementation, plus articles exploring the history and future development of knowledge management in the region as a whole.
Volume 6 Issue 9
- The future of knowledge management
In just over four months’ time, KM Europe 2003 gets underway at the Amsterdam RAI in Amsterdam, the Netherlands. It will be the fourth event in the record-breaking series, which began in Brussels in the autumn of 2000. In all, the annual event has attracted over 10,000 visitors, a phenomenal number for a show dedicated to a discipline many said would be relegated to organisational backwaters within a few years of its original conception. Instead, the knowledge-management community has flourished, and KM Europe has become the most important event in the KM calendar, representing a unique opportunity for practitioners, vendors, consultants, academics and just about anyone involved in the knowledge-management industry to get together in one place and decide how to take the discipline forward.
Volume 6 Issue 8
- KM and change management
Knowledge management is rooted in the need for change – true KM requires a shift in culture and a fundamental re-organisation of the way an enterprise operates. As so many firms have learnt to their cost, ‘plug and play’ is not a concept that applies here. Rather, the success of a KM programme depends on the adoption among knowledge workers of new behaviours and attitudes, a process that requires commitment, dedication and, above all, patience on behalf of those charged with leading the project. It is no exaggeration to say that the bulk of KM initiatives that fail do so because they neglect to take the change-management aspects of the discipline into account.
Volume 6 Issue 7
- KM and knowledge creation
To many practitioners, knowledge management is about making best use of the knowledge and information already held by their organisations. This side of KM has tended to dominate the discipline since the mid-1990s; in a bid to avoid ‘re-inventing the wheel’ most firms have concentrated their efforts on putting the processes and systems in place to allow knowledge to flow across the enterprise to the people who need it most. As such, the emphasis has been on identifying where knowledge exists and codifying that knowledge, or at least making it more accessible.
Volume 6 Issue 6
- KM in the energy industry
The energy sector is a complex environment, incorporating a variety of organisations, operational frameworks, and internal and external pressures. Perhaps unsurprisingly, therefore, some of the biggest players in the sector were among the earliest adopters of knowledge management, notably oil and gas giants Shell and BP. In fact, there is a convincing argument to suggest that these firms have given as much to the knowledge-management world as KM has to them; our online archive, for instance, is full of case studies detailing examples of good practice from the energy industry that the rest of us have benefited from hugely, while case studies this month from Woodside Energy, Electricité de France and British Energy are similarly instructive.
Volume 6 Issue 5
- KM in research and development
The traditional role of the research-and-development function in most organisations has been to plan for the future, exercising its creativity to generate ideas for new products and services that allow an organisation to differentiate itself from the competition. Given the strength of the association between knowledge management and innovation, it is therefore surprising that so few R&D departments have turned to KM as a means of improving the way they work.
Volume 6 Issue 4
- KM in the healthcare industry
The healthcare sector incorporates a huge variety of organisations: public-sector providers, governmental departments, private healthcare systems, not-for-profit bodies and charities – the list goes on. It is also incredibly knowledge-intensive, and the complexity of healthcare provision only increases as the industry’s knowledge base broadens. In addition, heightened levels of public expectation and media scrutiny add to the pressure to perform as efficiently and effectively as possible while maintaining an acceptable degree of transparency and accountability.
Volume 6 Issue 3
- Linking KM to real business needs
This month KM Europe 2002 gets underway in London, the third combined conference and exhibition in a series that has established itself as the most important in the knowledge-management calendar. Both this year’s event and this issue of the magazine are targeted at helping practitioners to align their KM projects with real business needs, something too many companies have failed to do in the past. As a result, an alarming number of early KM projects failed to deliver tangible returns – while for those firms that decided to ‘do’ KM without setting measurable goals up front, they delivered precisely what was expected of them.
Volume 6 Issue 2
- Why size doesn't matter
Many of the boundaries within which companies used to compete have been rendered meaningless by globalisation, the rapid advance of web technologies and the fall of many of the political barriers to trade that once seemed insurmountable. Knowledge management has in turn equipped businesses with the means to take advantage of the environment they now find themselves operating in. Properly understood and implemented, KM can help organisations overcome problems relating to scale, complexity and language, to geographical dispersion, and to cultural and societal discord. It is easy to see why so many multi-national corporations have invested so heavily in developing their knowledge management programmes.
Volume 6 Issue 1
- Managing knowledge to manage risk
The risks companies face today are more diverse and potentially more damaging than ever before. One year on from last autumn’s devastating events in New York and Washington DC, the threat of terrorist attack still looms large. At the same time, confidence in corporate accounting practices is at rock bottom, with recent attempts at reform in the US attracting little more than renewed scorn...
Volume 5 Issue 10
- The road ahead: The evolution of KM
While knowledge sharing practices are as old as human interaction itself, knowledge management is a relatively new area of management science. It was only in the mid-1990s that the concepts embodied by KM really crystallised to form a distinct discipline, although interest has since rocketed. As more organisations have come to recognise the critical importance of developing an environment in which knowledge is valued as an organisation’s most prized asset, knowledge management has evolved at an astonishing pace.
Volume 5 Issue 9
- The effects of globalisation on KM
To coincide with Global KM eXchange, the first in a programme of three major conferences researched by Knowledge Management to take place this year (KM Asia 2002 kicks off in Singapore next month and KM Europe 2002 comes to London for the first time in November), this issue focuses on the effects of globalisation on KM.
Volume 5 Issue 8
- Achieving and measuring ROI
A point raised by Curve Consulting’s recent survey of law firms (and as mentioned in the news
story on this page) is that, while many of the top legal practices claim to be committed to the implementation of knowledge management and recognise its importance in the modern economy, very few actively measure the return on their investment. As a consequence, firms have no real way of assessing the impact of their knowledge management programme, and therefore of keeping the initiative on track and moving in the right direction. Longer term, funding may even slowly dry up if managers are not given evidence as to the tangible business gains their commitment to knowledge management is generating.
Volume 5 Issue 7
- Realising the value of KM in the public sector
Organisations in the public sector have a difficult job. Recent high-profile cases in the UK show how desperate the situation can sometimes become, although almost every publicly-funded enterprise across the globe faces a range of challenges organisations in the private sector should be thankful they will never have to deal with.
Volume 5 Issue 6
- How to get the most from your corporate portal
With the final line-up of keynote speakers confirmed, the countdown to Global KM eXchange, one of the year’s most exciting knowledge management events, has truly begun.
Volume 5 Issue 5
- Taxonomy and information architecture
2001 proved a tumultuous year for a huge number of companies. Some were able to weather the economic downturn, but others had a rough ride, which for many ended in disaster. While scandal on an unprecedented scale has already clouded the beginning of 2001, the year
nevertheless offers hope for most firms.
Volume 5 Issue 4
- The role of CoPs in KM
After balancing on the edge of an economic downturn, events on and since the 11 September have tipped the world’s leading economies over the edge, and most companies are now feeling the pinch. The technology sector in particular is vulnerable, as Autonomy’s experience since September shows (see the story later in this section), but examples of firms in any industry that have fared well in recent weeks are rare. More than anything, a pervading sense of gloom seems to have gripped analysts and investors alike.
Volume 5 Issue 3
- Storytelling: Fuel your imagination
This magazine should be hitting desks just as KM Europe 2001 gets underway in The Hague, the Netherlands. Last November, the event attracted a total of 2,845 visitors, and this year the number of people attending the combined conference and exhibition looks likely to be even higher, with pre-registrations alone already up by almost a third. A larger venue has also been chosen to accommodate the extra exhibiting companies this year.
Volume 5 Issue 2
- Understanding the role of technology
While there are no magic bullets when it comes to knowledge management, the shrewd application of technological tools can go a long way in helping you achieve its primary goals. This month, four articles attempt to put the use of technology in perspective, beginning with the Your Say discussion and continuing with an exploration of the current state of the art by Arif Azar and Justin Souter from ICL. And as well as a case study from Andersen, Patti Anklam explains how a relatively simple (by today’s standards) technology transformed the way people worked at Digital Equipment Corporation back in the 1980s. The key message that emerges from all of these features is that while knowledge management is and always will be primarily about people, technology can be a powerful enabler.
Volume 5 Issue 1
- KM in the financial sector
For an industry so reliant on intellectual capital, it is surprising that the financial sector is perceived to be so far behind in implementing knowledge management. This month we try to gauge how much progress has actually been made, and together with the Your Say feature, there are case studies from Charles Schwab and Skandia, as well as a discussion on the potential value of virtual communities to financial institutions, beginning on page 21. Also this issue, we introduce a new regular column: KM country focus. Each month, we will talk to leading KM practitioners around the world, and ask them about the progress of knowledge management within their country. To start off with, we take a look at the situation in Portugal. As ever, your comments are welcome, so if you have any suggestions about how we can improve the magazine further, please get in touch!
