Although it is widely accepted that alignment of knowledge with the wider corporate strategy is necessary, to date there have been few clear statements on what a knowledge strategy looks like and how it may be practically implemented. We argue that current methods and techniques to accomplish this alignment are severely limited, showing no clear description on how the alignment can be achieved. In this paper we examine the role of core competences in the development of knowledge strategies. Viewing knowledge embedded in core competences as a strategic asset, the paper describes a case study to show how a company's core competences were articulated and verified for embedding their inclusion in the strategy. The study itself is representative of similar studies across a range of organisations using a novel method. The novel and practically proven strategy method, StratAchieve, was used in a client situation to show how the core competences were either incorporated or not used. The paper concludes by indicating further research directions.