Knowledge Management was heralded as the tool that would enable companies to pool the information contained in individual employees" heads. What it became was an expensive database that no one ever used. It failed because it didn"t address the needs of managers or take account of the human element in passing information from one point to another. This report, based on two major research projects, bridges the gap between knowledge management theory and practice, between the apparent potential and deliverable reality, between communication and conviction. As the report identifies, the key is for the developers of knowledge solutions to directly identify with the needs of their business users, rather than attempting to "convert" them.