QAspire

JULY 18, 2024

In fact, most of the content that AI repurposes from online resources is explicit knowledge. The hidden treasure of organizational knowledge is tacit knowledge that is deeply rooted in people, their experiences, skills, insights and judgements. That’s all tacit and invaluable at the same time.

Tacit Knowledge 209

Tacit Knowledge Explicit Knowledge How To Document 209

Strategy Driven

NOVEMBER 10, 2010

Despite the media coverage of Boomers and how a tidal wave of retirements could impact business, many senior managers are kicking the can down the road, putting off the job of creating a system and process for capturing knowledge. Will younger workers have the knowledge and skills to run our organizations when they do? But your [.]

How To 72

How To Tacit Knowledge Intellectual Capital Newsletter 72

Harvard Business Review

AUGUST 15, 2017

Many leaders see organizational learning simply as sharing existing knowledge. This isn’t surprising given that this is the primary focus of educational institutions, training programs, and leadership development courses. In an organization focused on scalable efficiency, the focus of learning is on sharing explicit knowledge.

Tacit Knowledge 15

Tacit Knowledge Explicit Knowledge Efficiency Directory 15

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

AUGUST 29, 2017

What’s more, the subsidiaries operated more or less autonomously, each with separate organizational cultures and norms. 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.

Succession 15

Succession Globalization Tacit Knowledge GDP 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. Algorithms only operate on the inputs they’re provided. So what should managers, especially leaders, do? They are not.

Tacit Knowledge 14

Tacit Knowledge Information Technology Crisis Trends 14

Harvard Business Review

MAY 2, 2017

Most of the absorbed knowledge — local contacts and relationships, intelligence, insights, and so on — left with them. The company no longer has any operations at all in Silicon Valley. Some of the outpost team were hired by local companies or joined startups.

Innovation 12

Innovation Social Capital CRM Tacit Knowledge 12