ABSTRACT
The last two chapters have been devoted to the business of finding out what the organization is actually doing with information and knowledge and matching it against the ‘what should be’ picture, so as to make well-founded decisions about action to capitalize on good matches and improve bad ones. We agreed, I hope, that it was important not to lose the impetus, and for decisions to flow without interruption into actions. One of the first and most significant actions should be to refine whatever ideas about information policy we developed initially, in the light of what we now know, and to make that policy a firmly stated part of the organization’s guiding principles.
