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. Skills versus capabilities.

Tacit Knowledge 11

Tacit Knowledge Explicit Knowledge Efficiency Directory 11

Harvard Business Review

JANUARY 10, 2012

It's rare to find a corporate human resources function that accelerates change by actively finding ways to help drive new strategies. Over the last decade, HR at IBM took a number of steps to help drive operational improvement: Delivered the new skills IBM needed at the front lines. But not at IBM. Created a results-focused culture.

Globalization 14

Globalization Human Resources Diversity Long-term 14

Harvard Business Review

AUGUST 21, 2013

In order to see the future more clearly, it''s almost always helpful to look back — and this certainly goes for IT and its ever-increasing impact on operations, and ultimately on competitive advantage. ERP systems, RFID , knowledge management, business intelligence) have washed over organizations.

Competitive Advantage 8

Competitive Advantage Management Information Technology Airlines 8

Harvard Business Review

DECEMBER 22, 2014

While M&A may improve the efficiency of shared services such as human resources and finance, it may actually make it more difficult to improve the coordination of care. When a request arose for a new service that was not operational within our own system (e.g., Knowledge management Mergers & acquisitions Collaboration Healthcare'

Health Care 8

Health Care Mayo Due Diligence Human Resources 8

Harvard Business Review

DECEMBER 18, 2014

Certainly, some expert knowledge may be outdated or irrelevant by the time its possessors are eligible for retirement, but not the skills, know-how, and capabilities that underlie critical operations — both routine and innovative. Lack of time or resources can, of course, constrain knowledge transfer.

How To 9

How To Incentives Mentor Engineering 9

Harvard Business Review

DECEMBER 26, 2017

customers, competitors, suppliers, employees, regulators, partners, and so on) occur at the level of the operating unit, and if these interfaces are genuinely different between operating units, it makes sense to locate the corresponding tasks (e.g., If the sources of these opportunities and threats (e.g., Avoiding duplication.

Decentralization 8

Decentralization Efficiency Mintzberg Operations 8

Harvard Business Review

JULY 4, 2016

This is particularly true in organizations where employees are both, what Paul Graham calls, “makers” and “managers.” ” Makers, also known as individual contributors, are the software developers, engineers, architects, writers, and researchers who produce knowledge.

Management 8

Management Fashion Knowledge Management Operations 8

Michael Lee Stallard

JUNE 23, 2010

Navy One example of a leader who intentionally developed a Connection Culture using all three bridges is Admiral Vern Clark, the Chief of Naval Operations (CNO) from 2000 until his retirement in 2005. We need to give them the training and resources to enable them to fulfill their promise. Connecting the U.S.

Long-term 207

Long-term Consensus Class Follow-up 207

Harvard Business Review

JULY 6, 2017

These factors are important for realizing the potential of telemedicine to improve care in other remote, extreme, or otherwise resource-constrained environments. Astronauts, doctors, nurses, and Mission Control personnel learn to acquire good operational communication skills through classes, practice, and scenario-based simulations.

Intangible Assets 8

Intangible Assets Operations Health Care Conference 8

Harvard Business Review

AUGUST 13, 2012

The Olympics can bring a halt to "business as usual" for the host government as well, as it diverts resources to support and police the event. At the start of the Atlanta 1996 Olympics, it was a catalog of minor operational and logistical problems that led journalists to start reporting on "the glitch Games."

Risk Management 14

Risk Management Management Committee Insurance 14

Harvard Business Review

OCTOBER 16, 2014

Indeed, Drucker had been anticipating this monumental leap – to an age when people would generate value with their minds more than with their muscle – since at least 1959, when in Landmarks of Tomorrow he first described the rise of “knowledge work.” Knowledge workers have to manage themselves,” Drucker advised.

Drucker 10

Drucker Survey Learning-by-Doing Knowledge Management 10

Harvard Business Review

MARCH 1, 2016

For example, the French global energy player ENGIE recently tilted its primary dimension from product (such as power, services, and infrastructure) toward region in order to better serve its clients in the territories in which it operates. The executives in charge of the various groups sit together naturally in the top management team.

Organization 8

Organization P&L Report Finance 8

Harvard Business Review

FEBRUARY 4, 2013

Enthralled by my surroundings, I would run around the factory floor and talk to the operators at each machine. Items that needed to be worked on were piled onto a cart just to the right of the operator; completed items were piled up just to the left. Some companies have organized their knowledge workers to achieve that visibility.

Market Segmentation 8

Market Segmentation Operations Project Report 8

Harvard Business Review

AUGUST 10, 2012

It has been our responsibility to lead the consortium of IT partners involved in designing, building, and operating the massive, mission critical IT infrastructure and solutions that support the Games. We have also learned how to transfer knowledge from Games to Games. A few facts might hint at the scale of this challenge.

Committee 13

Committee Project Audience Information Technology 13

Harvard Business Review

OCTOBER 31, 2014

Despite their resource advantages, incumbents are seldom the authors of game-changing innovation. Strangely, most CEOs seem resigned to this fact, since few, if any, have tackled the challenge of innovation with the sort of zeal and persistence they’ve devoted to the pursuit of operational efficiency.

Disruptive Innovation 8

Disruptive Innovation Business Incubator Incubator Innovation 8

Harvard Business Review

JUNE 20, 2012

Knowledge management is also essential. For example, it is energy- and resource-costly for bees to build comb, and they don't want to manufacture it if they aren't going to use it. Honeybees have a failsafe preventive for that. It's: "Don't get too big." Hives grow through successive divestures or spin-offs: They swarm.

Diversity 13

Diversity Long-term Human Capital Risk Management 13

Harvard Business Review

JUNE 19, 2017

So do health care organizations, in the form of the unnecessary utilization of costly medical resources, including obstetric providers, clinic time, and nursing support. Relevant clinical information can now be retrieved automatically from the electronic medical record system by the OB care team.

Mayo 8

Mayo Health Care Information Innovation 8

Harvard Business Review

APRIL 18, 2011

In the Babson Executive Education analysis of 635 global companies, just under a third of companies with 1-10% growth preferred experimentation over other methodologies, such as statistical analysis, to identify revenue and operational improvement opportunities. This helps advance knowledge of a domain.

Analysis 14

Analysis Constraint Transportation Strategic Planning 14

Harvard Business Review

SEPTEMBER 29, 2016

Generating new knowledge by conducting research, benchmarking, or bringing in “resident” artists or scientists whose interactions with employees can spark creativity. At multiple levels in the organization, key personnel are responsible for such capabilities and hold much of the know-how in their heads.

Organization 8

Organization Development Mentor Incentives 8

Harvard Business Review

DECEMBER 11, 2017

It takes time to learn how to operate efficiently in a new clinical delivery system, and higher costs of care and longer lengths of stay for locum tenens’ patients could reflect this learning curve.

Quality 8

Quality Survey Short-term Efficiency 8