It was the beginning of March 2003. Monica Singer, CEO of STRATE, the organisation that did electronic settlement of all equity trades in South Africa, was planning the way forward
for the balanced scorecard driven knowledge management intervention that STRATE had implemented over the past eight months. At the beginning of 2002, most of the knowledge about STRATE's business had resided with the consultants that had helped to establish STRATE and the IT systems that were so critical to its functioning. It was a situation that could not continue, and Singer had asked Nihilent, a firm of business consultants, to help her to remedy the situation. What she had initially thought would be a simple knowledge transfer exercise had resulted in comprehensive organisational transformation, and she was delighted with the outcome.