This article draws attention to a number of errors that could potentially cripple the efforts of any organization attempting to generate and leverage knowledge. Many of these errors are associated with the concept of knowledge itself--how knowledge is understood in organizational settings. The article notes the sources of each error as well as some key implications for managing knowledge. It concludes with some brief suggestions on how to avoid, or at least ameliorate these errors.

Shareholder value analysis (SVA) is the subject of much debate. Some managers herald it as a great contribution to corporate planning; others say it is too restrictive, too easily manipulated, or too dependent on subjective forecasts. The shortcoming is not in the technique itself but in the way companies apply it. SVA can lead managers astray in three ways: by undervaluing a strategy, by overvaluing a strategy, or by excluding strategy alternatives.