knowledge management strategy targets outcomes including staff development and productivity, the strategies, processes, and technologies that enable our enterprise to acquire, create, share, and make actionable knowledge needed to achieve (corporate and sponsor) mission objectives. As Figure 1 illustrates, core knowledge management processes such as the creation, sharing and application of knowledge are performed within a context of the influence of corporate processes, practices and culture. They are supported by a number of enabling technologies such as intranets, information push/pull, data mining, expert finding, expert practice databases, knowledge mapping, and so on. TMITRE’s KM history. We then describe KM processes and technologies at MITRE. Finally, we outline our return on investment and benchmarking activities, concluding by indicating key lessons learned. knowledge management strategy. The strategy outcomes by leveraging internal and external expertise and assets, supporting exchange of knowledge among individuals and groups (e.g., via technical exchange meetings), supporting knowledge reuse through capturing and sharing knowledge assets (e.g., lessons learned databases), and transferring knowledge captured explicitly in knowledge assets back to people (knowledge internalization). It also includes capture of knowledge from people to create tangible knowledge assets and internalization of knowledge within staff. MITRE’s Director of Knowledge Management serves as a corporate steward of the strategy, which is shared among the supporting and line organizations. This extends to business unit knowledge management champions, who help stimulate KM initiatives. Mmission objectives, recommendations that involve the best knowledge integrated from across the company, and providing the best solutions for customers. As Figure 3 illustrates, MITRE recognizes a number of key enablers of knowledge management that are essential to its success. These include an explicit articulation of knowledge management strategy, policies and processes that enable knowledge activities, planned measurement of success and failure, management of resultant content (intellectual products), technologies that facilitate knowledge management, and a culture that motivates it. This KM framework has been used for assessment at MITRE “to identify strengths and weaknesses (from an enterprise perspective) in our knowledge-leveraging capability, to benchmark the corporation against other KM leaders, and to recommend next steps”