A consultant friend worked for an international corporation. For the first three years he worked very hard, introducing lean production techniques into the business. This meant introducing measurement systems, benchmarking methodologies and eliminating waste in many forms through involvement and empowerment. He also made recommendations that led to new information systems whose implementation he led. The arrival of the interest in the learning organization allowed him to integrate everything he had laboured over into a coherent whole. When the knowledge revolution began to grow, he was convinced that what he had been doing had been part of that revolution. But one day, after three years of hard work across the corporation?s plants around the world, he was allowed a glimpse of the real business knowledge that drove the organization. And to his initial sense of disbelief, this ?real? knowledge had nothing to do with efficiency, utilization or the involvement of large numbers of people....

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