TABLE OF CONTENTS 
We ended the previous chapter with the implementation underway: having analysed the need, built the vision, created the business case, and designed the programme, we then focused on the task of moving things forward. As we have described, a typical KM programme is a picture of complexity - an infrastructure project here, some process improvement there, a variety of interlinked dependencies and political agendas. Along the way is the potential for a myriad of setbacks: unexpected budget constraints or shifts in business priority, software that doesn't work, and implementations held up by dependencies outside the control of the programme manager.
In all of this, those driving the mobilizing knowledge effort need to keep in mind the end objective: realizing the business benefits identified at the outset in the initial business case. For this to be achieved, the benefits must continue to be actively managed.
When we discussed development of a business case in Chapter 3, we noted that it was unlikely (though not, of course, impossible) that chief executives or other senior managers would ever be interested in knowledge management for its own sake: rather, any interest or willingness to entertain a mobilizing knowledge programme would be contingent on promises of clear business benefit that mapped fairly precisely to top-level corporate goals. In order to prepare and present a compelling case for action, it was necessary to gain an understanding of the most compelling corporate...
