The purpose with this paper is to present insights on using the KBS out of a longitudinal perspective. We are interested in continuity and change of the Austrian KBS-framework and its perception within the last decade. Regarding design, methodology and the approach made and taken in this paper, Piber & Pietsch (2006) and Habersam et al. (2013) represent the groundwork for this longitudinal ‘retrospective’. In the present study, we continue the qualitative case study approach and extend the interview series from 2011 and 2012. This allows for a personal retrospective with two points of reference in time, as well as for a look forward in terms of how to develop the KBS further. In the present study, we continue the qualitative case study approach and extend the interview series from 2011 and 2012. The originality and value of this paper is related to the longitudinal approach as well as the connectivity between the IC-development in general and the more context specific development of the KBS. This connectivity also illuminates the more specific practical implications regarding aligning perceptions and competencies in relation to implementation, cost/benefit analysis and the continuous challenges related to managerial control and external governance aspects.