ABSTRACT
This chapter covers the right hand side of the model, the enablers. It explores that many experts and practitioners in Change Management, is that there are several key determinants or enablers of success for driving and sustaining any kind of strategic and organisational change. Since the adoption and integration of Knowledge Management as a way of working within the Pharmaceutical Industry is in itself a form of strategic and organisational change, these enablers will also be key to its success. The chapter provides the enablers for driving and sustaining Knowledge Management in the Pharmaceutical Industry. Serendipitous knowledge sharing is also something that the increasingly ubiquitous adoption of organisational 'open plan' and 'hot desking' layouts seeks to promote. Knowledge Management requires sponsorship through funds and resource, role modelling behaviours and setting expectations of the same behaviour from others, recognition, and support to overcome the frequent 'people do not have the time for this' reaction.
