We all know that people make things happen and while technology brings some truly great advances it is still just a facilitator. We need to move from the technology and information revolutions to the people's revolution. We need to work far more effectively through the process of implementing significant change in the workplace because the major cause of the failure of so many change initiatives can only be poor management. Many people in the workforce do not know what is expected of them – what they were required to do. They turn‐off. These are the people that management has failed because the ultimate responsibility for lack of effective leadership in any organisation rests with the senior executive management. While much has been and is being said and written about intellectual capital and knowledge management the recording and retention of the knowledge and experience of people who leave is increasing in importance to organisations around the world. During a period when there is great pressure to reduce enterprise overhead costs we are seeing the creation of yet another corporate role – that of knowledge manager. Whether this is a transitional role or one of long term substances remains to be seen.
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