Nice simple observation from Tom Davenport on this idea, in particular asking if the new role might help end silo management. Starting from the need to make knowledge management [KM] a core of some other function [e.g. HR] people on Tom’s events have suggested going further and linking KM to business processes to technology etc. Good principles, but three challenges to making it a reality- the concepts are abstract, the relationships unkown, and the list incomplete [what about capabilities, resources and finance?] .. precisely the challenge for which I hope strategy dynamics offers a way forward.