The literature abounds with recipes and prescriptions for organizational renewal. It may not be as easy as popping pills, but just follow the instructions and the benefits will surely flow. In reality, things are not so clear-cut.
Organizations have very different personalities and metabolic rates.
What works for one may not work for another. They have different goals, social contexts, histories, value systems. Within organizations, material practices and reward structures differ. In short, organizational culture will have a significant bearing on whether the KM pill produces the desired outcomes or unintended side-effects. Organizational culture is a slithery construct, difficult to operationalize.