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This is the first of a two-case series. The authors believe that knowledge management is a convergence of at least three factors: an appreciation of knowledge issues, the availability of sophisticated IT technology, and the managerial competence to suitably craft jobs and culture. This case takes the reader through the experiences of Booz-Allen & Hamilton in crafting their knowledge system and dealing with these factors. This case presents a good example of how a knowledge management system is crafted and implemented and the human/cultural adaptations needed to make it work. It also suggests some failings and unresolved issues of knowledge management.