Knowledge is increasingly recognized as providing a foundation for creating core competencies and competitive advantages for organizations, thus effective knowledge management (KM) has become crucial and significant. Despite evolving perspectives and rigorous endeavors to embrace KM intentions in business agendas, it is found that organizations cannot capitalize on the expected benefits and leverage their performances. This is a case study of an organization in Hong Kong. It is a typical organization with a strong awareness and expectation of KM, yet its program failed within two years. Our findings show that KM activities carried out in the organization were fragmented and not supported by its members. Based on this failure case, four lessons learned are identified for use by management in future KM initiatives.