There were primarily 2 schools of thought: one expressing the classical KM view where knowledge creation is considered an integral part of knowledge management. And the others feeling that knowledge management as it is practiced is primarily about improving the operational efficiency in the organization. And hence, it is more suitable for incremental innovation but not for radical innovation.
Advocates of the classical view stressed that collaboration both formal (through CoPs) and informal (coffee table discussion) are essential for creating radical ideas. And knowledge management function owns the responsibility to create an environment where such collaboration fosters. Many others felt there is a big gap between this view and where things stand today.
All agreed that there is a lot that can be leveraged by finding synergies among these two initiatives in the organizations. Unfortunately, many times these initiatives are under two different departments: KM comes under either quality or HR and IM under research, marketing or strategy dept. When both have their own sources of funding, and perhaps a purpose independent of each other, why marry?