Suitable definitions of knowledge for particular organisational contexts are valuable for knowledge management (KM). This paper explains why it is valuable, how it can be done and discusses valuable results that have been created by doing it. The why is explained in a brief discussion of relevant literature. The how is described through the use of MaKE First Steps (2006a). This paper summarises the process and this constitutes the methodology of the paper. The paper then describes three diverse organisational contexts in which it has been applied: a UK Fast Moving Consumer Goods (FMCG) company; a group of international postgraduate business students; and a large Chinese bank. The outputs of this work (definitions of knowledge for these organisational contexts) are presented and discussed in detail. There are significant patterns that can be discerned which give some clear suggestions about what knowledge is valuable for organisations and should be the focus of managers investment and time. This research gives us an insight into what organisations should focus on in terms of investment of energy, time and resources. Broadly, without being too proscriptive, they should focus on the skills and learning of the personnel that make the organisation they work for, special.