Peter-Anthony, I can speak as a present Teradata content management professional who was in the middle of a 2016-2019 knowledge management initiative focused on our consulting delivery services business. While I was not involved in any of the KM programs that Linda Hummel and her team led, the successful outcomes outlined in the 2007 article sound like the types of efforts that likely inspired the knowledge management program which I presented at the 2018 KM Midwest Symposium. As it enacted a corporate transformation overhauling the way in which it took its data warehouse software and services to market, Teradata senior management had already been convinced of the value of developing a collaborative culture focused on knowledge sharing and reuse. Although the new KM efforts were probably too tool-oriented, they did produce development of a body of reusable intellectual property that effectively codified knowledge that had previously been locked up on consultant laptops or in their heads. In my experience, the change management needed to transform cultures into fully collaborative ones requires a level of investment and focus that can be challenging to maintain, especially when market and competitive forces are volatile and subject everyone to a "tyranny of the urgent" that renders KM a relative luxury.