Harvard Business Review

AUGUST 31, 2018

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. How did (or didn’t) managers play a role? They pursue management challenges.

Management 15

Management Tacit Knowledge Diversity Leadership Pipeline 15

Harvard Business Review

JANUARY 31, 2013

First, the education market overall clearly fits Clayton Christensen's disruption theory : the seemingly inferior (but less costly) online education experience is coming from below and gradually encroaching on the for-now-superior-but-fat-and-happy classroom world. Education is basically that — knowledge sharing.

Education 10

Education Tacit Knowledge Execution Christensen 10

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. Those processes are then adopted across all sites.

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. Those processes are then adopted across all sites.

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

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

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. As an analogy, think of sales and marketing and the rise of CRM. My experience suggests that outposts fail for a variety of reasons.

Innovation 12

Innovation Social Capital CRM Tacit Knowledge 12

Harvard Business Review

FEBRUARY 29, 2016

A smart founder understands that there is often a trade-off between creating sustainable market value and preserving control. The following steps can be used to successfully manage the transition to new leadership: Determine the strategy for the startup and identify CEO candidates’ experience executing a similar strategy.

CEO 8

CEO Tacit Knowledge Chief Technology Officer How To 8

Harvard Business Review

OCTOBER 6, 2011

Chinese managers and owners in Chinese-owned businesses play by the same rules. But when a Chinese manager joins a foreign-owned firm, she will have to learn to play by new rules, because her career and salary now depend on foreign supervisors based in faraway places such as New York or London and who come to China no more than twice a year.

Tacit Knowledge 8

Tacit Knowledge Resistance Open-book Learning-by-Doing 8

Harvard Business Review

OCTOBER 31, 2012

At last," the chairman had said, "we have a foothold in the electric vehicle market. Lin Dachun, the VP and general manager of the automobile electronics unit, cheered. It was among the fastest-growing Chinese automakers, and it was racing to get into the hybrid market. One person wasn't smiling. Blue Sky fit the bill perfectly.

Case Study 9

Case Study Technology Tacit Knowledge Engineering 9

Harvard Business Review

JANUARY 12, 2016

For example, to build capacities for managing stress, watch a series of TED Talks that inspire and educate on successful strategies for stress reduction. Propose a self-managed instructional course for your team or work group, and share responsibility for designing and leading the various elements of the course.

Tacit Knowledge 8

Tacit Knowledge Quality Leadership Pipeline Learning-by-Doing 8