The key steps involved in knowledge management are identifying goals, locating sources, capturing knowledge, and lastly, organizing, sharing and valuing knowledge. Identifying the precise goal of the project can be best determined by studying the organization's specific needs. Once the organization identifies its goal, it next locates the sources of relevant knowledge. Before people can take advantage of intellectual capital, it must be captured. The best strategies for doing this depend on the kind of knowledge one seeks and how it can be stored. The next step is to organize the knowledge. The technologies used to organize knowledge vary considerably, however, a majority of companies use the intranet which consists of document management systems. These systems help add tags and metadata to the contents of a document management system, track document versions, assign roles, along with many other functions that they perform. Expert systems utilize technology to find people in an organization with specific types of expertise, based on their education, experience, and activities. Many expert locator tools draw on directories, in which each employee maintains an online profile that includes details about projects, publications, or other hints of expertise. These systems include workflow tools so that if the first expert doesn't answer, the query is routed to the next. Expert location systems have the ability to crawl through databases, websites, e-mails, project summaries, and other electronic documents to refine their expertise ratings, and sometimes add candidates who would not have occurred to human beings. Earlier universities and corporations took different approaches to e-learning. Corporations built many self-paced e-learning modules that employees could take on their own time to improve their skills or achieve certifications. Instructor-led training was conducted mainly in classrooms, instead of online. In contrast, colleges and universities leaned toward simulating the learning experience of a face-to-face class led by a faculty member. The faculty pioneers who experimented with e-learning created their own courses and pushed vendors to add tools and features that matched their needs. The LMS for business emphasized integration with human resources, compliance training, and professional development tracking, while the educational products followed a course model, with syllabus, library access, gradebooks, test banks, and many collaborative tools-wikis, blogs and forums, among others. The three main types of intellectual capital are human capital, structural capital, and social capital. Human includes the competencies and knowledge possessed by the organization's employees. On the other hand, structural capital includes the knowledge stored as documentation about business processes, procedures, policies, contracts, transactions, patents, research, trade secrets, and other aspects of the organization's operations, often stored electronically. Social capital, the third kind of capital, describes the number and quality of all the relationships an organization's employees maintain, not just with one another but with clients, customers, suppliers, and prospective employees.