Doesn't it really come down to the organization being able to evaluate what skills and knowledge (knowledge resources) that they have and being able to access them?

The easiest way to do that is through formal training and evaluation tools. This identifies the core competencies of the organization and identifies where there may be knowledge gaps.

However, this is a production model of an organization, upon which most of our organizations have depended for at least a century. The service model that many knowledge organizations should be adopting looks like the wirearchy diagram with a flat management model. What needs to happen is a new way to analyze the core competencies (which is dynamic) along with organizational potential (looking at skills that may not have been identified as a competency but would add to the organization). In other words, we don't need to formalize informal learning but rather find new ways to measure it and reward workers for it.