Montgomery Watson Harza (MWH) was striving to become a global leader in water/environment, energy, and infrastructure sectors through an expanding set of services, products, and construction capabilities by leveraging its global position and knowledge management concepts. MWH executives wanted to continue to expand knowledge management usage across geographic and business divisions. The protagonist, Vic Gulas, had recently expanded his responsibilities to include leading the human resources and information technology groups. By leading the IT, HR, and knowledge management groups, it was possible to devise strategies that addressed both the technology and social aspects of knowledge management. However, limited resources and time pressure to continue to show results presented Gulas with several potentially competing strategies to pursue. His decision on which course of action to take would determine the future role of knowledge management at MWH.
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