However, they also tend to have a shared infrastructure that supports it. The infrastructure might include a knowledge leader who helps to develop the shared vision, coordinates activities and encourages KM efforts. It also includes common information technology platforms and corporate repositories such as databases and libraries. None of the participating companies confined their organizational structure and infrastructure to a central corporate office or function. Price Waterhouse, for example, has 160 employees dedicated to KM in its consulting division.
Funding tends to mirror the pattern of responsibility.
While some resources are often centrally dedicated to support KM efforts, funding for specific projects and approaches usually comes from MIS departments and the business units themselves. Chevron allows all of the funding for its KM initiatives to take place on an ad hoc basis. The cultural issues and enablers with which companies are coming to grips chiefly revolve around support and collaboration. Other factors such as senior management support have improved as a result of early successes. Sharing behaviors have improved as a result of experience as well.