Formal structures underpinning organisational charts may not really reflect the actual knowledge flows. It is the informal networks that have played a critical role in getting important work done in organisations. In order to better understand the knowledge flow through these informal networks, knowledge maps can be developed to illustrate the actual knowledge flows. Social network analysis is a technique that can be applied in building knowledge maps and can help analyse the strengths and weaknesses of the networks effectively. This paper provides a case study to illustrate the application of social network analysis to develop knowledge maps for a leading organisation. Borrowing and adapting techniques from other disciplines, such as social network analysis, needs to be done to push the new frontiers of knowledge management.