Many organizations approve the development of a knowledge management (KM) strategy and program without allocating personnel to make KM happen. Often, these organizations assign KM to one or more staff members in addition to their other full-time jobs. This split focus tends to limit meaningful progress. Under-resourced KM programs often spend years refining their strategy documents without getting the initiative off the ground. Fighting for resources isn’t easy, but it is a vital enabler of KM success. This article describes how leading KM programs secure the core-team staff, business roles, and cross-functional partnerships they need to achieve their objectives.