IT's connectivity, speed of access and storage of information offer excellent value for knowledge utilization. However, IT has yet to make an impact on the ability of organisations to take better decisions or adapt to the environment. Andy Grove, Chairman of Intel, has explained the anomaly: "When it comes down to the bulk of knowledge work, the 21st century works the same as the 20th century. You can reach people around the clock, but they won't think any better or any faster just because you've reached them faster. The give and take remains a limiting factor".

In another quote, remarkable for its brevity, Grove drives home the urgency for developing the Give&Take, by IT or any means, to organise a satisfactory response to change: "Adapt or die".

The Give&Take critical for success takes place in evaluation of facts, strategy formulation, making choices, innovative problem solving, perspective exchange, etc. Personnel usually conduct these interactive processes by forwarding an issue to selected collaborators with a spontaneous opinion and expectation. It is likely that a means to organise and assist personnel to exchange knowledge in context, reflect, control downstream action and share responsibility shall improve the Give&Take. Ray Ozzie, the pioneer of IT groupware, has focused on technology for more expressive interaction, not the Give&Take process. He bypasses the prime Give&Take need of perceiving reality with: "People work best when they can 'self-organize' cooperating spontaneously in free-form ways". As a result, a conventional wisdom has developed that IT cannot manage the chaos of the interactive processes. The poor work experience explains the abysmal response to Knowledge Management (KM) programs for improving and capturing the Give&Take with IT. Personnel are left free to Give and to Take without protection from wishful thinking or pre-occupation or memory lapses, which undermine judgment.

We have developed intelligence from the evolution of team-work to re-write the conventional wisdom. It powers a smart interface for organising and anticipating the decision-maker (instead of the process). It drives a Knowledge Mechanism to effortlessly conduct, anytime and anywhere, all the interactive processes. Their conduct is reduced to the simple selection of alternatives, the core-competence of IT, in a step-by-step procedure.

The interface also harnesses robust replication technology with precise logic to deliver comprehensive and clear intranet and offline communication. Today, IT's intranet infrastructure does not offer a sound alternative to email for coordinating unpredictable workflows. The self-organization required by email is the main cause for poor Give&Take. Our means for business communication, an amalgam of communication, collaboration, coordination, Document and Performance Management, confines email to its true purpose: personal communication.

Knowledge exploitation has not improved since the phone debuted in 1876. The intelligence harnesses IT to create a marvelous way of working that assures adoption. Personnel self-interest, like peer-recognition and reduced anxiety, is released from the constraints of self-organisation to drive the capture, flow and leveraging of knowledge. Effective Communities Of Practice are created for the development of collective intelligence. This raises the quality of judgments and productivity of knowledge work. It also answers Drucker: "The most important, and indeed the truly unique, contribution of management in the 20th century was the fifty-fold increase in the productivity of the manual worker in manufacturing. The most important contribution management needs to make in the 21st century is similarly to increase the productivity of knowledge work and the knowledge worker."

Results delivered by our architecture prototype at prestigious sites indicate enterprise performance improvement in excess of 25% is likely.

The effectiveness of experts in particular is enhanced. The organization is released from the onus of sustaining Knowledge Management, with all its complex mechanics, and can focus on maturing the culture for success.