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Knowledge management defies simple definition but carries lofty goals. Most certainly it is not an end in itself — a nirvana of organizational learning. Firms cannot implement KM in the abstract, without defining purposes and goals. Without agreed goals for KM, how can a firm realistically expect to measure — and achieve — success? There are no easy answers. Anecdotal evidence suggests that knowledge management is 20 percent technology (which is sometimes expensive) and 80 percent culture (which becomes more challenging the larger the group). But as firms approach and assess their KM programs, they should first answer these basic questions about what they expect to achieve:

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