Is KM a failure if K-managers move on?

Recently I caught the online version of colleaue Patrick Lambe's assessment of KM in Singapore. There are some interesting details presented, but on reflection, I find myself uncomfortable with some elements.

One is the conclusion that there is something wrong if people working in KM move out of KM in future posts instead of moving on within a KM role. There are so many variables that play into career transitions and the role of specialist domains that I dare not comment on the specific talk--as I say, it was interesting. However, from my own background in both records management and knowledge management, with senior management experience and a strong belief in attaining one's best possible career opportunity, I do have an opinion.

If we truly focus on what these domains are about, then we should encourage those who gain knowledge to take taht with them up the corporate ladder. I would far rather see a knowledge manager move into a senior role taking KM experience and sensibility into a more influential role. It means far less to be a CKO with a function that seems removed from corporate outcomes than it does to be a CEO who understands the value of knowledge resource development, n'est ce pas?