Most enterprises pursue one or more of the following KM strategies:
Knowledge Strategy as Business Strategy Focus: Emphasize knowledge creation, capture,
organization, renewal, sharing, and use in all the enterprise’s plans, operations, and detailed
activities for the purpose of having the best possible knowledge available ‐‐ and used ‐‐ at
each point of action.
Intellectual Asset Management Strategy Focus: Emphasize enterprise‐level management
of specific intellectual assets such as patents, technologies, operational and management
practices, customer relations, organizational arrangements, and other structural knowledge
assets. Management may center on renewing, organizing, valuating, safekeeping, as well as
increasing the availability and marketing of these assets.
Personal Knowledge Asset Responsibility Strategy Focus: Emphasize personal responsibility
for knowledge‐related investments, innovations, and the competitive state, renewal,
effective use, and availability to others of the knowledge assets within each employee’s

area of accountability for the purpose of being able to apply the most competitive
knowledge to the enterprise’s work.
Knowledge Creation Strategy Focus: Emphasize organizational learning, basic and applied
research and development, and motivation of employees to innovate and capture lessons
learned for the purpose of obtaining new and better knowledge that will lead to improved
competitiveness.
Knowledge Transfer Strategy Focus: Emphasize systematic approaches to transfer ‐‐ obtain,
organize, restructure, warehouse or memorize, repackage for deployment, and distribute ‐‐
knowledge to points of action where it will be used to perform work. Includes knowledge
sharing and adopting best practices.
The choice of which KM strategy to pursue is typically based on other strategic thrusts and
the value discipline that the enterprise pursues, challenges it faces, and opportunities it
wishes to act on.