 not be successful. 12.6.1.4 Organization and Corporate Culture Organization structure and overall corporate culture and practices play a significant role in the KM process. Some take structured approaches while some rely on unstructured approaches to knowledge management. The training needs and employee development exercise is usually run on an annual basis. Due to globalization the telecom firms can have offices in many parts of the world and thus a single organization culture might be different from the overall corporate culture. For example, Telenor Pakistan culture is somewhat different from Telenor Norway practices although both the operating companies are part of the Telenor Group. This is due to the traditions and cultures that are present in the respective countries themselves. This factor needs to be taken into consideration to enable a healthy KM process. Another important aspect of KM is how an organization motivates and changes the behavior of existing employees who are used to existing processes. One way is to show them the benefits of KM, for example, reduction in cost, improvement in collaboration and horizontal and vertical job moves. 12.6.1.5 Country Atmosphere Knowledge Management practices depend on the country and prevailing surrounding culture. KM will be managed differently in the knowledge-based economies of USA, UK, and SO on, as compared to the non-knowledge-based economies of Pakistan, Saudi Arabia, and SO on. Commonly, knowledge is not considered as a valuable asset in non-knowledge-based economies and that has resulted in brain drain from these nations. The concepts of Intellectual Capital and Balanced Scorecard are not practiced as such in those countries. The mobile companies that have a presence in both types of nations, conduct knowledge transfer exercises between sister organizations. Thus, proper knowledge management must have an in-depth understanding of its two fundamental elements: knowledge component and knowledge management process, as well as its three enabler elements: IC