Legacy, human factors and other company context lead implementing a multiple threaded knowledge strategy. KM activities can be mapped with a blend of organizational teams and concepts or practices. KM 'practices' are positioned on a two dimensional plan - reach, individuals, groups or teams or organization - knowledge main activities, scan or map, capture or create knowledge, share and apply, transform or innovate. Value can be derived relating those practices with a common knowledge flow.

 adapted from "Un outil pour la navigation de la gestion de la connaissance Danièle Chauvel Charles Despres, Sophia Antipolis 1999

Business intelligence is the information process through which companies prospectively monitor their environment in order to create opportunities and to reduce their uncertainty.

Benchmarking is a continuous, systematic process for comparing your own efficiency in terms of productivity, quality and practices with those companies and organizations that represent excellence.

Documentation Management / Storage / Retrieval: Individuals and organizations stockpile information in memory systems of various kinds. These range from brains, to hard disks, filing cabinets, libraries and data warehouses. Not only these can benefits to employees but also to the extended enterprise, customers and other partners or suppliers.

Teaming Collaboration Framework & Tools: It's the art of fostering teaming, collaboration and partnering. It resides in a right balance between creating social context and using communication technologies and methods. A right blend between events, working context, seminars, meetings or technologies from telephone conferencing to collaborating spaces or methodology like open space, participatory action research providing a shared context to participants. Why, What, Who, When, Where and How's!

Community of Practice The social fabric for learning (E.Wenger). People passionate about a common topic create a shared context to make progress in their domain. They build together a practice to foster knowledge creation, exchange and put it into action.

Learning, Competencies, Employee development

Gaining people awareness to KM is an organisational key success factor. Blending other KM disciplines with learning and training programs is a real challenge. To transform learning and training into employee competence is an art. KM may help companies cultivate this unique capacity.

Km, innovation, Synergies and Creativity Knowledge must evolve to keep step with changes in the environment or else it loses value. Innovation is all about deriving R&D programs from market experience, creativity processes opening new horizons blend with commercial innovation to sustain customer relationship and intimacy.