The aim of this paper is to make an analysis on the case of Her Royal Majesty Queen Elizabeth II (QE II) on Knowledge Management (KM). We make this for two main reasons: first because we have sympathy and admiration by the person; second because we believe political leaders make KM and this topic has been seriously neglected in the literature (Tomé and al, 2014, Tome and Mladkova, 2015). We use data collected in the internet about QE II, which illustrate the theoretical framework we obtained after a literature review. We conclusion that QE II is of much interest for KM because of two main reasons: first QE II manages knowledge individually in a very specific way, having learnt it long ago, in the 50's of last century, from Winston Churchill; 2) secondly QE II is on the top of a very big and formidable scheme of political KM in the UK, that some call strictly "the Palace", or "the Firm", and others refer to more broadly as the British Establishment or even more UK PLC. As an implication we consider that the analysis of the way top political leaders act can be very interesting for their countries: some leaders may be better than others, some leaders may fit some situations better than others. For further studies we believe it would be interesting to analyze other leaders, and in the case of QE II to have some contact with the person herself or somebody representing her in "the Palace".