ABSTRACT
Archives and practice intranets are important resources for organizational learning, but only if structures are put in place to ensure that they are used. Knowledge management strategies work best when aligned with the overall strategy of the practice and when they have buy-in from its members. Practice organograms such as the one produced by Allford Hall Monaghan & Morris (AHMM) may take a long time to put together but they are important in showing how knowledge is passed from one area of the business to another. The power of knowledge is evident to those who have experienced the layers of vetting and encryption necessary to work for governments and security organizations. 'Managing knowledge is a value-creating process in most organisations and is particularly important in knowledge intensive firms'. A diverse workforce maintains a diversity of knowledge and will appeal to a diverse range of clients. It is time for architects to acknowledge that they work in a knowledge-based service sector.
