Management, Operations and Tacit Knowledge

What Business Leaders Need To Know About AI

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).

Tacit Knowledge

Tacit Knowledge Competitive Advantage Pharmaceuticals Magazine

What Business Leaders Need To Know About Artificial Intelligence

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).

Tacit Knowledge

Tacit Knowledge Competitive Advantage Pharmaceuticals Magazine

The Boomers are Leaving! – How to Create and Implement a Knowledge.

Strategy Driven

NOVEMBER 10, 2010

But when they do leave, they will take with them years of institutional knowledge acquired on the job. 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 To

How To Tacit Knowledge Intellectual Capital Newsletter

Help Employees Create Knowledge — Not Just Share It

Harvard Business Review

AUGUST 15, 2017

This view of learning was the key driver of “knowledge management systems” that came into vogue in the 1990’s. Without diminishing the value of knowledge sharing, we would suggest that the most valuable form of learning today is actually creating new knowledge. Individuals versus workgroups and networks.

Tacit Knowledge

Tacit Knowledge Explicit Knowledge Efficiency Directory

How Women of Color Get to Senior Management

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

Management Tacit Knowledge Diversity Leadership Pipeline

Facebook Changes Upend Advertiser and Agency Models

Harvard Business Review

SEPTEMBER 23, 2011

Publishers have traditionally sold those "things" to them in an environment that operates with fairly little friction. Even when optimizing to a transaction, they do so with tacit knowledge of what each transaction is worth. These are "things" that display once, and then disappear, unless more of them are bought.

Advertising

Advertising Tacit Knowledge Media Brand

Algorithms Make Better Predictions — Except When They Don’t

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? Algorithms only operate on the inputs they’re provided.

Tacit Knowledge

Tacit Knowledge Information Technology Crisis Trends

How to Successfully Work Across Countries, Languages, and Cultures

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

Succession Globalization Tacit Knowledge GDP

How Corporate HQ Can Get More from Innovation Outposts

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. Most of the absorbed knowledge — local contacts and relationships, intelligence, insights, and so on — left with them.

Innovation

Innovation Social Capital CRM Tacit Knowledge

How to Bring in a New CEO for Your Startup

Harvard Business Review

FEBRUARY 29, 2016

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. As the company grows, its management skills need to evolve. Ensure knowledge capture and transfer. Break away from the past.

CEO

CEO Tacit Knowledge Chief Technology Officer How To

The Limits of 3D Printing

Harvard Business Review

JUNE 23, 2015

In these cases, 3D printing has to compete with scale-driven manufacturing processes and rather efficient logistics operations. The Future of Operations. Both steps require tacit knowledge. However, we also know that 99% of all manufactured parts are standard and do not require customization. Insight Center.

Supply Chain

Supply Chain Tacit Knowledge Contract Manufacturing Biotechnology

Case Study: Will Our Chinese Partner Copy Our Technology?

Harvard Business Review

OCTOBER 31, 2012

Lin Dachun, the VP and general manager of the automobile electronics unit, cheered. For another, Prime had embedded a great deal of "tacit knowledge" into some of the components — knowledge that was more "know why" than pure know-how. Lin could see that he was awed by the scale of the operation.

Case Study

Case Study Technology Tacit Knowledge Engineering

We Learn More When We Learn Together

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

Tacit Knowledge Quality Leadership Pipeline Learning-by-Doing

Engage Your Long-Time Employees to Improve Performance

Harvard Business Review

MARCH 16, 2015

Those years also cultivate a nuanced understanding of how a company operates and how to maneuver through organizational channels and get things done with a minimum of friction. Managers can help employees find ways to do more of what they’re good at.

Tacit Knowledge

Tacit Knowledge Long-term Call Center Company

Algorithms Make Better Predictions — Except When They Don’t

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? Algorithms only operate on the inputs they’re provided.

Tacit Knowledge

Tacit Knowledge Crisis Trends Follow-up

Leadership Digital

What Business Leaders Need To Know About AI

What Business Leaders Need To Know About Artificial Intelligence

Trending Sources

The Boomers are Leaving! – How to Create and Implement a Knowledge.

Help Employees Create Knowledge — Not Just Share It

How Women of Color Get to Senior Management

Facebook Changes Upend Advertiser and Agency Models

Algorithms Make Better Predictions — Except When They Don’t

How to Successfully Work Across Countries, Languages, and Cultures

How Corporate HQ Can Get More from Innovation Outposts

How to Bring in a New CEO for Your Startup

The Limits of 3D Printing

Case Study: Will Our Chinese Partner Copy Our Technology?

We Learn More When We Learn Together

Engage Your Long-Time Employees to Improve Performance

Algorithms Make Better Predictions — Except When They Don’t

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