The Horizons Tracker
FEBRUARY 23, 2021
With conferences also heading online, the business travel market has ground to a halt as people have learned to communicate without jumping on a plane to do so. The research shows that tacit knowledge is crucial to economic growth, and this is being undermined by virtual communication.
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.
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Strategy Driven
NOVEMBER 10, 2010
– How to Create and Implement a Knowledge Transfer Program, part 1 Posted by Ken Ball and Gina Gotsill on November 10, 2010 · 2 Comments The clock is ticking: next year, in 2011, the oldest of the 76 million Baby Boomers turn 65. He has a marketing communications degree from Bradley University.
Strategy Driven
NOVEMBER 17, 2010
– How to Create and Implement a Knowledge Transfer Program, part 2 Posted by Ken Ball and Gina Gotsill on November 17, 2010 · 2 Comments Now that you’ve looked at your workforce (in The Boomers are Leaving! 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 2, 2017
There were no processes and systems in place to integrate the outpost team with the company HQ and the rest of the organization. Second, they must set up “integration and propagation” processes to make sure that all that value is transferred back and properly used by the wider firm. Speed up corporate deal making processes.
Harvard Business Review
AUGUST 29, 2017
Positive indifference is the ability to overlook many cultural differences as being not especially important or worthy of attention, while remaining optimistic about the process of engaging the culture seen as foreign. Interactions are also vital for sharing knowledge across sites. Embracing positive indifference.
Harvard Business Review
FEBRUARY 29, 2016
A smart founder understands that there is often a trade-off between creating sustainable market value and preserving control. In the process of shaping the management team and company, a common challenge is that one or more of the company’s top-notch personalities are impeding growth. But how can founders handle that transition?
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