Yeh. Time.
The great challenge is to persuade executives in organisations that in order to nurture knowledge sharing and collaboration, we must invest time in meetings, talking. This affect the ambiguos positioning and the image of atories in the business scene. Yet, somehow I do see that we are facing a silent and slow move in mangerial pattern from "Tell/Order" towards "Tell stories".
The 'strange' thing is that eventhough executives tell stories, that tend to under-estimate it or ignore it, or - they tend to see it as 'not serious' within the organisations arena.
The same, BTW, with social tools and their slow flow inside organisations: executives strat to see their importnace as infrastructure of telling stories (with Photos/Flickr, Videos/YouTube, etc.)

Hm, I like this. I think it relates to the fact that we often learn most when we talk about things we didn't even plan to talk about and to do that you need the time to meander away from the well-traveled road, talk with kinds of people you wouldn't normally talk with or talk about unusual issues with the people you do normally talk with. When you look at the immense effect that the one inspiring conversation can have, or the one missing link that a (previous) stranger can provide, then this is not wasting time, but an open invitation for something good to happen...

I congratulate your team for facilitating to bring on a single platform: tacit, tangible and local history.
KM is still dull, void of show and tell, otherwise.
I came here looking for Chandni kapur's profile. And, interestingly found two of my own professional leaders, Nacy and Dave--your associates.
Stay connected.
Best, MT