This is the key asset of an organization, although intangible, it represents a high value to the organization. However, when any organization is pursuing this step, it should manage to do that based on solid and scientific ground. The latter occurs when managers move between organizations or through textbooks and presentations and lectures. Thus, managers and professionals are two key players in the knowledge organization. The difference between the professional tradition and the organizational tradition creates a tension that can energize projects.
Intellect resides in the brains of professionals.
The first three levels can also exist in the organizations' databases, operating technologies, whereas the fourth is often found in its culture. Knowledge strategies focus on the potential of professionals to increase revenue through their capabilities, not to reduce costs. Revenue is here defined to include tangible and intangible items, like satisfaction of customers, image and experience. Knowledge-focused strategy is hard to copy, because it is embedded in the relationship between staff and customers and between customers and each other. Thus, it is less risky than an information-based strategy, though it should also be noted that it does not exclude information technology altogether.