CHANGE is omnipresent. Like it or not, change can not be turned on and off. Increasingly organisations face conditions that demand more knowledge to function and, in the long run, to survive. Knowledge and ideas are their most critical assets. Knowledge is power for organisations and this power comes from the way they manage their knowledge assets. They must know what knowledge they need, what they have, how to get what they have not and then manage it effectively and efficiently. Future success is about challenging current wisdom. In this book we provide the models and the method to smooth the progress of change from a traditional operational approach to a more strategic involvement in knowledge management and measurement. This change is promoted by the knowledge management maturity model, which is founded on the idea that successful knowledge management comprises four forms of integration, namely cultural, organisational, procedural and methodical. Despite an emphasis on one or other of these forms by many organisations, it is understood that all must be considered in parallel to implement knowledge management practices in an "integrative" manner.