Leading Blog
MAY 27, 2021
Managers who do not allow time for exploration or do not schedule in incubation periods are unwittingly standing in the way of the creative process.”. People carry tacit knowledge. Tacit knowledge exists only in people’s heads. Source: Harvard Business Review: How to Kill Creativity.
The Horizons Tracker
MARCH 29, 2022
They are effective both because they’re familiar with the people and processes of the organization, so can get up to speed faster than a completely new hire, but have also gained some often invaluable experience and contacts in another organization. Boomerang employees have long been regarded highly in the workplace. Performance gains.
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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. 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.
Harvard Business Review
JANUARY 20, 2011
Is your company investing in expensive knowledge management systems that are useless for making big, strategy decisions? The problem is that most current knowledge management efforts merely inventory the company's knowledge, without parsing out the knowledge that is strategically relevant. Figure 1: Map A.
Harvard Business Review
MAY 6, 2011
Since knowledge assets do not each exist in isolation from one another, a powerful strategic opportunity lies in binding your tacit knowledge assets to your structured knowledge. Your ownership of the resulting unique knowledge network generates the rent. Top left: This is the basis for your current rent stream.
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.
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