Owing to the fact that most knowledge management maturity models are derived from the Software Engineering Institute's Capability Maturity Model, there are many similarities between models, especially with regard to progression of stages. However, there is also major disagreement concerning what constitutes areas of importance within these stages. It can be argued that the dissension on what specifically constitutes areas of importance has led to some limitations in these models. In this article, not only knowledge management issues of a holistic nature are identified, but limitations are also addressed with regard to relating these issues to the organizational quest for growth and profitability. The objective of the paper is the development of a strategic knowledge management maturity model - one built on the progression and institutionalization of strategic business issues, which are believed to be crucial if knowledge management is to be successfully institutionalized. Throughout the article it is argued that knowledge management maturity should be more than just a derivative of the ability to identify and institutionalize knowledge management issues. Knowledge management maturity should also be a derivative of the capacity of knowledge management to lead to organizational growth and profitability. However, in identifying and addressing these knowledge management issues, and placing them in chronological order, it is argued that in order for organizations to evolve to a proficiency or a maturity level where strategy is facilitated by knowledgeable reasoning, those organizations need to progress to a point where they are able to manage both information communications technology (ICT) and knowledge simultaneously, as strategic resources.