When a company implements processes which mobilize tacit knowledge, it acquires a new linkage between activity and innovations. That means a reduction in experiments and mistakes in looking for an ideal effect, that is a criterion of the innovation effectiveness, takes place. The organisation can reach an innovation profit in shorter time in this way. So it can build up a long-lasting competitive advantage.
We can mobilize tacit knowledge for example through the organisational culture management, e.g. creating environment of cooperation, trust and loyalty, support for the knowledge sharing from management, a creation of places for informal personal meeting, for example coffee automat or small kitchen, a support of communities of practice, mentoring or a change of organisational structure. A challenge for a radical progression in knowledge management is the hypertext and multimedia system combination, called as a hypermedia system.