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In a small company, like Fastfit, this knowledgesharing does not require much in the way of IT but larger, global organizations might employ a Web site (a.k.a. a knowledge portal) for sharingsuch DSS-generated reports.More About Knowledge ManagementThe first thing to point out is that knowledge management processes focus foremost on people - not data, and on the harnessing of theorganization’s intellectual property (IP). This intellectual property comes in two forms – explicit or recorded knowledge and tacit or theknowledge carried around in the minds of individual employees. While DS systems manage bodies of data, KM systems facilitate access to theartifacts of explicit knowledge, such as books, articles, drawings, memos, reports, blogs, wikis, discussion forum contributions, e-mails andinstant messages, and the connections between those who know (a.k.a. internal experts; lead practitioners) and those who need to know. Anyone who has used a library or a document archive is familiar with the longest standing form of a KMS. The custodians of these documentsand publications organize and index them for the retrieval and use of others. In the age of the Worldwide Web, many libraries have moved onlineand their holdings have been digitized, enabling remote access to organizational knowledge. Most enterprises now maintain some version of aweb site (a.k.a. knowledge portal) expressly devoted to the collection, dissemination and exchange of explicit knowledge. Often referred to asIntranets, these web sites disintermediate the storage, management and distribution process, and reduce the need for brick-and-mortar librariesand knowledge management custodians. Instead end users often post and index their own content for peer review and sharing via the Web. Andthe librarian/archivist is supplanted by the search engine as the preferred mechanism for locating particular knowledge artifacts. The formercustodians of the artifacts now spend their time selecting and maintaining knowledge management platforms – like portals – and in defining thestandards for artifact collection, validation, and indexing (a.k.a. cataloging).Though the management of explicit knowledge poses challenges, these pale in comparison to the difficulties associated with the identification andsharing of tacit knowledge. In the first place, the body of tacit knowledge within any enterprise is vast. It is simply not practical to think that allcritical knowledge in such a setting can or should be captured in a tangible form. Indeed, most seekers would very much prefer an interview withthe source of the knowledge (a.k.a. the “expert.”) so that the process of sharing may be tailored to the inquirer’s specific requirements, and timeand resource constraints. For that matter the disbursed, often-global nature of the 21stCentury enterprise makes it extremely difficult for anindividual to even identify, yet alone obtain timely and ready access to the right person to address a particular knowledge need. And even if one