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In fact, most of the content that AI repurposes from online resources is explicit knowledge. The hidden treasure of organizational knowledge is tacitknowledge that is deeply rooted in people, their experiences, skills, insights and judgements. That’s all tacit and invaluable at the same time.
Then the other kind of data that organizations have that might give them a competitive advantage is all the tacitknowledge 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).
Then the other kind of data that organizations have that might give them a competitive advantage is all the tacitknowledge 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).
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?
Without diminishing the value of knowledge sharing, we would suggest that the most valuable form of learning today is actually creating new knowledge. In the process, they develop new knowledge about what works and what doesn’t work in specific situations. It typically can’t be written down and shared with others.
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 tacitknowledge of what each transaction is worth. These are "things" that display once, and then disappear, unless more of them are bought.
They were employed in midlevel to upper-midlevel management positions in strategy, finance, marketing, legal, operations, and technology functions. These situations involved complex assignments focusing on strategy, product development, business operations, and financial management.
What’s more, the subsidiaries operated more or less autonomously, each with separate organizational cultures and norms. Interactions are also vital for sharing knowledge across sites. The Japanese employees in the Tokyo headquarters communicated in Japanese, the Americans in the U.S.
Further, algorithms cannot (yet, anyway) tap intuition — the soft factors that are not data inputs, the tacitknowledge 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.
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. Propagate intelligence and insights.
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 tacitknowledge. However, we also know that 99% of all manufactured parts are standard and do not require customization. Insight Center.
The most important requirements of the new CEO are familiar: they should understand the entire value chain of the market in which the startup operates, and must have the ability to take on a larger, more crucial role in structuring the company. Knowledge capture and transfer will assist in a smooth transition.
For another, Prime had embedded a great deal of "tacitknowledge" 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. In addition to being highly efficient, the prototype was a marvel of embedded tacitknowledge.
At workforce solutions firm Kelly Services, two operational leaders saw a need to increase the leadership pipeline and employee engagement through strengthening network connections. In addition, they wanted to improve business acumen and understanding of the business among all leaders.
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.
Further, algorithms cannot (yet, anyway) tap intuition — the soft factors that are not data inputs, the tacitknowledge 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?
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