The Concept of "slack time" infers that you are building stove piped KM applications not connected to day-to-day Business processes. Doing this, as a company, you will inevitably encountered a series of additional challenges around incentizing usage. In thinking about how to avoid the need for "slack time" the answer we arrived at we fairly simple - though rarely followed. KM applications needed to be tightly integrated with the day-to-day business processes of the employee. The employee should not have to stop what they are doing to find time for KM, or leave one application and go to another. And KM initiatives should not introduce new time consuking tasks. In fact, if you take the concept of business process integration one step further, KM initiatives should actually be defined and designed to support specific components of already existing business processes.

Existing business processes (and in some cases re-engineered, improved processes) should be the starting point for identifying which KM initiatives to focus on. KM initatives should support, facilitiate and improve specific components of your company's business processes; whether those processes are finding sales leads, finding network contacts within your company to the prospect, identifying products to cross and upsell to customers, quickly compiling a best practices proposal to respond to an RFP, putting together an experienced engagement team, or delivering products and services. If you map our all your core business processes that drive revenue, this should be the road map for where all your KM initiatives plug into the business and integrate with specific processes along the way from customer acquisition to delivering products and services.