Defining the right knowledge management is never easy, for the search of the perfect means of distributing information, which, one must admit, is quite unrealistic even once the most recent technological advances are deployed to analyze both the inside and outside factors. Developing the right approach towards the knowledge creation, acquisition, distribution and processing, however, is still vital for an organization’s proper functioning, which the example of the Ting Shao Kuang Art Gallery shows graphically. According to the recent research, in the light of the on-coming knowledge audit, the gallery faces a threat of failing at providing the proper facts related to the cultural and industrial aspects of the organization’s life. However, with the proper evaluation of the Ting Shao Kuang Art Gallery’s assets, one can possibly define the optimum knowledge management strategy for the gallery to follow. The desired outcomes of the specified strategy presuppose the improvement of the relationships within the organization in the first place. According to what the research says, the employees prefer treating each other with suspicion and, therefore, do not trust their colleagues with the specifics of their pieces of work, as well as the individual tacit and explicit knowledge, which they acquire in the process of handling their own tasks. As a result, there is a considerable lack of cohesion between the actions of the employees, which is triggered by the lack of essential information concerning a certain aspect of the work. Hence, it seems that the most desirable outcome of the knowledge management strategy, which is going to be implemented, is an increased transparency of the organizational information and, consequently, the overall informational transparency within the Ting Shao Kuang Art Gallery as the guiding principle of the organizational culture. In addition, it is anticipated that, after a series of changes within the organizational environment in Ting Shao Kuang Art Gallery, the production processes are going to be improved a notch, which will, in turn, lead to greater incomes and better productivity. When thinking of the proper knowledge strategy that can possibly be recommended in the given case, one must keep in mind that not only external, but also internal factors are to be taken into consideration, since the lack of efficacy in sharing knowledge obviously stems not from the intrigues of the rival companies, but from the tension within the Ting Shao Kuang Art Gallery. Therefore, it will be required to incorporate the strategy that can help bring the company together, re-establishing corporate values, reorganizing the principles of knowledge management process and, thus, reinventing the frame of mind of Ting Shao Kuang Art Gallery employees. With that in mind, it would be a good idea to consider the knowledge management strategies that aim at bringing the mini-society of employees together. For the given purpose, such strategy as KM Road Map may be considered. There is no secret that all existing knowledge management strategies that have been created by now include four major stages, i.e., knowledge acquisition, capture and/or creation, and sharing (Dalkir). Nevertheless, KM strategies differ according to their focus. According to the existing nomenclature, knowledge