A number of process improvement failures have been attributed to unjustified commercial strategies, inadequate process orientation, or just based on deficient application (technological or otherwise), but it appears that many repeatedly overlook the organisational elements, attributes and behaviours of the sociocultural systems that can form the foundation of success. This research effort seeks to provide further understanding, by illustrating some parallels through which Software Process Improvement (SPI), Organisational Learning and Knowledge Management (KM) strategies might be seen as a multilateral approach to understanding and improving organisational capability.