Knowledge is the 'glue' that binds strategies to their objectives.

Knowledge, according to some dictionaries, is defined as 'the clear and certain perception of that which exists or of truth and fact; skill in anything; familiarity gained by actual experience; acquaintance with any fact or person' and according to a thesaurus, can also be cognizance; data; education; erudition; facts; information; or learning.

Knowledge is acquired by a person after they distill the vital information needed to support their organization's objectives.

In addition to all of the above, knowledge can also be:

• Tacit - that which is implied and cannot be sensed. Eg. a 'gut' feel such as a purpose or vision statement
• Explicit - that which is specific and can possibly be sensed. Eg. a logical argument or representation such as an organisation chart
• Hidden - that which one knows is not available or that which one does not yet realise one needs. Eg. project priorities

Each KPI will require the support of approximately 7 plus or minus 2 knowledge classes. Each knowledge class may yield 7 plus or minus 2 knowledge classes. Hence a corporate wide knowledge model may contain upwards of 450 knowledge classes/entities.

Strategies are developed by identifying the most significant classes of knowledge (entities).  

Strategic implementation priorities are developed from the associations that exist between these classes.

Resources fact sheets, articles and brochures include:
- Knowledge Management
- Cost of Knowledge
- KM Standards  
- Ripose architects
- Ripose compiler