Knowledge management (KM) seems like a manageable topic when broken down into bite-sized chunks, but when firms try to develop an over-arching system that meets all internal needs as well as the growing demands of clients, many step back and defer due to concerns over costs and fears over the sheer complexity of the task.
For knowledge officers, librarians and KM directors it has become a question of developing priorities and building projects and systems to meet agreed requirements. What is clear is that KM is being applied to deliver a range of different but sometimes overlapping types of service and objective:
