We argue that practical endeavours towards mobilising and recreating knowledge is an integral part of value increasing activities, and expose how this dependency can be utilised in ameliorating practice. This bridging of knowledge and value creation constitutes organisational activities as knowing.The paper exposes the efforts of Telenor, a large telecom firm, to create an enduring agenda for non-financial issues in management. We expose the development process and initial use of their new Integrated Management Business Model. This involves identifying financial and non-financial drivers of future performance within and across several business units, as well as negotiating on appropriate indicators of both status and change. The paper pays special attention to the iterative approach to development in order to highlight a shift from an attempt to enable knowledge in autonomous processes secluded from everyday activities, towards an understanding of knowledge and knowing as intrinsic to the value creating activities performed. By entering the issue of intangibles through the knowing activity perspective, it was evident that the purpose of the management system was not to determine the status of intangibles in the corporation, it was to improve it. Painting a Landscape