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Knowledge audits assist organisations in understanding what knowledge is needed, available and used for their current activities. They also identify knowledge gaps that might limit the organisation's activities. An iterative cycle of knowledge audits takes account of the organisation's changing environment and triggers informed interventions. This paper reports the findings of the first knowledge audit in an organisation that brings together public bodies and private organisations with the aim of maximising the collective knowledge of its diverse membership to address a national research agenda. The audit collected qualitative data from interviews with employees from four departments. Interviewees were asked about their roles, procedures and knowledge needs; their department's knowledge requirements; and about knowledge interfaces with external partners. Views about the culture and structure of the organisation were also sought. Results were analysed at a departmental level to form two knowledge maps per department-one each for internal and external knowledge flows. Analysis of the maps and interview transcripts surfaced strengths and weaknesses of each department's knowledge activities. Next, a cross-department comparison highlighted best practices and company-wide opportunities for enhancing knowledge management. Resulting recommendations were to: Develop a holistic approach to knowledge sharing, Nurture organisational culture, Clarify the strategic message, Improve the organisation of information, Improve the availability of staff, Develop interdepartmental communication, Commission future knowledge audits, In addition to reporting the outcomes and outputs of the audit, the paper also shares reflections on the process. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]