“Flexible access to people and resources can be enormously powerful in a world driven by changes that, more often than not, lead us in unanticipated directions…we need to become more adept at ‘capability leverage’ – finding and accessing complementary capabilities, wherever they reside in the world, to deliver more value.” - From “The Power of Pull” by J Hagel, J S Brown, L Davidson Businesses, in particular in the Western world, are becoming more and more knowledge-intensive with an increasing part of the workforce engaged in knowledge-based work. A study by The Work Foundation has estimated that we have a 30-30-40 workforce - 30 per cent in jobs with high knowledge content, 30 per cent in jobs with some knowledge content, and 40 per cent in jobs with less knowledge content. Knowledge work is about such things as solving problems, performing research and creative work, interacting and communicating with other people, and so on. Such work is by nature less predictable and repeatable than traditional industry work (transformational and transactional activities organized into repeatable processes). Both the inputs and outputs of knowledge work