Leadership Operations Tacit Knowledge 
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.
Eric Jacobson
JANUARY 18, 2025
Then the other kind of data that organizations have that might give them a competitive advantage is all the tacit knowledge that is not documented anywhere but exists in the minds and experience of their best performing employeesthe people who are true experts and masters of their professional craft (be that sales or operations or legal work).
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Eric Jacobson
JULY 8, 2024
Then the other kind of data that organizations have that might give them a competitive advantage is all the tacit knowledge that is not documented anywhere but exists in the minds and experience of their best performing employees—the people who are true experts and masters of their professional craft (be that sales or operations or legal work).
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. How do your organization’s strategic and operational goals inform what work roles will be needed in the future?
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.
Harvard Business Review
AUGUST 31, 2018
Developing a diverse leadership pipeline can benefit companies in all sectors. And yet black women’s advancement into leadership roles has remained stagnant , even as the number of them in professional and managerial roles has increased. They pursue management challenges.
Harvard Business Review
FEBRUARY 29, 2016
They have an even harder time admitting that the answer might be new leadership. As a venture begins achieving a solid foothold in the marketplace, it needs different leadership capabilities to create maximum shareholder value. Knowledge capture and transfer will assist in a smooth transition. Minimize the handover period.
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