Management Tacit Knowledge Technology 
Eric Jacobson
JANUARY 18, 2025
AI enables computers and machines to simulate human intelligence and problem-solving capabilities AI technology can process substantial amounts of data in ways, unlike humans. However, while this new technology has a bright future, it also casts a dark and fearful shadow, warns Kahn. But to do so, we must master ourselves.
Eric Jacobson
JULY 8, 2024
AI enables computers and machines to simulate human intelligence and problem-solving capabilities AI technology can process substantial amounts of data in ways, unlike humans. However, “while this new technology has a bright future, it also casts a dark and fearful shadow,” warns Kahn. But to do so, we must master ourselves.
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The Horizons Tracker
SEPTEMBER 7, 2020
Now, however, we’re in a third-generation of the learning organization, with new technologies speeding up the rate at which we can both absorb new information and test our assumptions. This is a world that tries to overcome the innovator’s dilemma by learning new things even when their current strength remains powerful.
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.
Strategy Driven
NOVEMBER 17, 2010
Like rungs on a ladder, each phase builds on the next, so it’s important that you consider each step as you create your knowledge retention program. Keeping this a low priority could lead to a great deal of deep, tacit knowledge walking out the door, maybe for good.
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.
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.
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