An American-owned global pharmaceutical company which specialised in high margin ‘‘lifestyle’’ drugs aimed to accelerate its internal drug development processes through overt knowledge management initiatives. The management committed a substantial amount of political and financial resources to implement three forms of KM projects, namely, ‘‘lessons learned’’, ‘‘warehouse’’ and ‘‘electronic cafe’’ (McKinlay, 2002).‘‘Lessons’’ was a highly structured debriefing exercise conducted by each workgroup at the end of a major drug development process. It was intended as a method to archive corporate lessons and to prevent the loss of operational knowledge in the drug development process.‘‘Warehouse’’ was an organisation-wide groupware populated with content based on the ‘‘lessons learned’’ debriefings. Its objective was to capture not only problems and solutions but the details of administrative and decision-making processes. It had features such as common repositories and discussion forums that supported coordination and collaboration across workgroups
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