TABLE OF CONTENTS 
In previous parts of the book we have worked through the various elements that go to make up a mobilizing knowledge project:
Understanding the drivers - external and internal - pushing the business to get greater return on its knowledge and intellectual capital.
Conducting various types of audit to understand the particular issues facing the business in the area of knowledge and information, and take stock of the company's preparedness for change.
Creating a vision - looking forward to a desired future for the organization in which the value from employees is maximized, and from the information created, collected and accessed by the organization as a whole.
Developing a high-level strategy - stating the major areas within scope and how the organization should move forward.
Producing a benefit-driven business case - to understand the more detailed priorities within the strategy, and to gain funding and commitment to detailed design and implementation.
Considering the role of the levers and enablers - leadership, people, process, technology and information - and gaining an understanding of the part each might play in mobilizing knowledge within the organization.
Preparation for the implementation stage will have begun in Stage 3 (Designing the new reality) - helping to build consensus, allowing people to try new approaches and learn in a safe way, training in knowledge management and change, and working within cross-organizational teams.
There will typically have been outline planning on how the knowledge management changes will...
