A new vocation has developed within companies that has a drastic impact on how companies manage their information and internal knowledge. This position has many titles, but is most commonly called the CKO, the chief knowledge officer. The responsibilities of this position focus primarily on managing unstructured information and internal knowledge. Xerox refers to this raw data as assets, or more formally, “intellectual capital,” “knowledge assets,” or “intangible assets.” Because knowledge management is considered a tactical occupation, Xerox considers the CKO a part of the upper management team. An effective CKO should be able to create alignment with unambiguous knowledge and culture within a company (Leibowitz, 2002). As the evolution of knowledge management began to take hold throughout the 1990s, companies began to see the Chief Knowledge Officer position as a way to expand their organizations. The CKO position has since made progress, and while some companies are committed to this concept, others question whether the CKO model is appropriate for their needs and have adapted similar leadership archetypes (Lelic, 2005). In committing to a knowledge management program, Xerox had several elements to consider. The company has evaluated the needs and interests of its consumers and its market interests to determine the consequences they may have on its business results. Xerox created 10 domains, which came from studies conducted at other companies. The areas they have trained are: “sharing best practices and knowledge, instilling responsibility for sharing knowledge, acquiring and reusing past experiences, embedding knowledge into products, services and processes, producing knowledge as a product, promoting the generation of knowledge... at the heart of the document... science, engineering and public policy t-shirt, American Association for the Advancement of Science. Retrieved from http://www.aaas.org/spp/yearbook/2000/ch14.pdf.Leibowitz, J. (2002). The role of the Chief Knowledge Officer in organizations. Human Resource Management Research and Practice, 10(2), 2-15. Retrieved from http://rphrm.curtin.edu/au/2002/issue2/knowledge.html.Lelic, S. (2005, March 14). Death of a CKO: The changing nature of knowledge leadership. Inside Knowledge, 8(6). Retrieved from http://www.ikmagazine.com/xq/asp/txtSearch.competitive+intelligence/exactphrase.1/sid.0/articleid.36D7D686-9610-423E-85FE-32BD83395274/qx/display.htm.Powers, VJ (1999). Xerox creates a culture of knowledge sharing through grassroots efforts. Knowledge Management in Practice, 4th Quarter(18), 1-4. Retrieved from http://www.realcom-inc.com/pdf/Xerox/pdf.