Strategy Driven

NOVEMBER 17, 2010

– How to Create and Implement a Knowledge Transfer Program, part 1 ), you’re ready to design and develop a program that retains Baby Boomers’ knowledge. But your program should do more than just capture and transfer valuable knowledge – it should also sow the seeds of a knowledge culture in the organization.

How To 62

How To Tacit Knowledge Mentor Newsletter 62

Harvard Business Review

JANUARY 20, 2011

Is your company investing in expensive knowledge management systems that are useless for making big, strategy decisions? The problem is that most current knowledge management efforts merely inventory the company's knowledge, without parsing out the knowledge that is strategically relevant. Figure 1: Map A.

Knowledge Management 16

Knowledge Management Tacit Knowledge Management Licensing 16

Harvard Business Review

MAY 6, 2011

Since knowledge assets do not each exist in isolation from one another, a powerful strategic opportunity lies in binding your tacit knowledge assets to your structured knowledge. Your ownership of the resulting unique knowledge network generates the rent.

Tacit Knowledge 15

Tacit Knowledge McKinsey Core Competence Document 15

Harvard Business Review

AUGUST 15, 2017

This isn’t surprising given that this is the primary focus of educational institutions, training programs, and leadership development courses. This view of learning was the key driver of “knowledge management systems” that came into vogue in the 1990’s. Individuals versus workgroups and networks.

Tacit Knowledge 16

Tacit Knowledge Explicit Knowledge Efficiency Directory 16

Harvard Business Review

AUGUST 31, 2018

Developing a diverse leadership pipeline can benefit companies in all sectors. To increase diversity at senior executive levels, more must be known about one group in particular: women of color in midlevel leadership, who successfully developed and progressed beyond individual contributor and first-line management.

Management 15

Management Tacit Knowledge Diversity Leadership Pipeline 15

Harvard Business Review

MAY 9, 2011

Last Monday, the Management Innovation Exchange announced the winners of the first MBA M-Prize, which I wrote about some months ago. From 114 entries (or hacks) that offered proposals for correcting flaws in current management practice, the judges initially narrowed down the field to seven finalists.

Tacit Knowledge 14

Tacit Knowledge Proposal Brainstorming Technology 14

Harvard Business Review

OCTOBER 4, 2012

That's partly because they manage global projects like traditional ones. But single-location projects draw on a reservoir or shared tacit knowledge and trust that global projects lack. To get the most from dispersed innovation, managers need a different playbook. The project involved more than 20 sites around the world.

Globalization 16

Globalization Innovation Team First-mover Advantage 16

Harvard Business Review

OCTOBER 4, 2012

That's partly because they manage global projects like traditional ones. But single-location projects draw on a reservoir or shared tacit knowledge and trust that global projects lack. To get the most from dispersed innovation, managers need a different playbook. The project involved more than 20 sites around the world.

Globalization 16

Globalization Innovation Team First-mover Advantage 16

Harvard Business Review

NOVEMBER 30, 2010

Just yesterday, on the front page of the New York Times , came a report about how "low-level engineers, product managers and prominent managers" from the executive ranks are leaving the company for high-profile companies such as Facebook as well as venture-funded startups of the sort that dot the technology landscape.

Tacit Knowledge 15

Tacit Knowledge Long-term McKinsey Venture Funding 15

Harvard Business Review

SEPTEMBER 17, 2014

Further, algorithms cannot (yet, anyway) tap intuition — the soft factors that are not data inputs, the tacit knowledge that experienced managers deploy every day, nor the creative genius of innovators. So what should managers, especially leaders, do? This is the key insight smart managers really seek.

Tacit Knowledge 14

Tacit Knowledge Information Technology Crisis Trends 14

Harvard Business Review

AUGUST 29, 2017

This type of orientation can be incredibly valuable to cultivate for anyone working for multinationals or in other global careers, and can also be used by managers to develop employees. Interactions are also vital for sharing knowledge across sites. It consists of five key actions. Embracing positive indifference.

Succession 15

Succession Globalization Tacit Knowledge GDP 15

Harvard Business Review

APRIL 3, 2018

Some had established businesses, and others were in the early stages of developing their business. In contrast, when entrepreneurs worried about the potential of their idea or their personal ability to develop a successful venture, they tended to be affected more negatively and become less proactive.

Entrepreneur 16

Entrepreneur Self-aware Tacit Knowledge Mentor 16

Harvard Business Review

MAY 2, 2017

So, even if the outposts manage to absorb local value they usually fail to propagate it back to the organization, which means they fail on the ultimate reason for their existence. For example, the outposts of a pharma company develop and distribute a company-wide newsletter of the latest trends and news from the hotspot.

Innovation 12

Innovation Social Capital CRM Tacit Knowledge 12

Harvard Business Review

OCTOBER 31, 2012

Lin Dachun, the VP and general manager of the automobile electronics unit, cheered. The only person not applauding was Wang Xiguo, the engineer who had led the development of Prime's power train technology. Yes, the Blue Sky managers said. One person wasn't smiling. The workers standing near him applauded.

Case Study 9

Case Study Technology Tacit Knowledge Engineering 9

Harvard Business Review

JANUARY 12, 2016

However, we don’t need to learn with others in formal training or development programs: we can architect our own opportunities to gain insight, knowledge, and skills that move us on an upward trajectory. Take charge of your own development. Don’t let the word “love” scare you. You and Your Team.

Tacit Knowledge 8

Tacit Knowledge Quality Leadership Pipeline Learning-by-Doing 8

Harvard Business Review

SEPTEMBER 17, 2014

Further, algorithms cannot (yet, anyway) tap intuition — the soft factors that are not data inputs, the tacit knowledge that experienced managers deploy every day, nor the creative genius of innovators. So what should managers, especially leaders, do? This is the key insight smart managers really seek.

Tacit Knowledge 8

Tacit Knowledge Crisis Trends Follow-up 8