Knowledge is a strategic resource of knowledge‑intensive organisations, its effective management is critical for competitiveness. Choosing any kind of KM approach, organisations has to face changes even introducing, or even developing their KM practice. This paper analyses the relationship between change and knowledge management processes, between change management supporters and KM enablers. The research of consulting companies presents, that neglecting any part of supporters or enablers has negative impact on the whole knowledge management practice.
Keywords: knowledge management, change management, knowledge enablers, knowledge-intensive organisations, knowledge management strategy