Tanveer Naseer

FEBRUARY 28, 2011

Of course, for some leaders, answering the question “what is your organization’s purpose” might seem easy – it’s to be profitable, to make our shareholders happy, and so forth.

Company 263

Company Brand Attrition Open-book 263

Strategy Driven

NOVEMBER 10, 2010

After years on the job, Boomers have developed deep, often intuitive knowledge about their company’s way of doing business and the relationships that have made them successful – and much of that could be lost as they walk out the door. Will younger workers have the knowledge and skills to run our organizations when they do? But your [.]

How To 72

How To Tacit Knowledge Intellectual Capital Newsletter 72

Harvard Business Review

JANUARY 21, 2015

Call this “alignment-attrition” – as the time window between our interactions increases, our alignment decreases. It’s hard to shake alignment in this context, because the window for alignment-attrition is so small. Product development Design Organizational culture'

Productivity 8

Productivity Products Organization Attrition 8

Strategy Driven

NOVEMBER 17, 2010

– How to Create and Implement a Knowledge Transfer Program, part 1 ), you’re ready to design and develop a program that retains Baby Boomers’ knowledge. Development: During development, you will create all the materials you’ll use for your program, which could include sign-in sheets, handouts, check lists, templates, and websites.

How To 62

How To Tacit Knowledge Mentor Intellectual Capital 62

Harvard Business Review

OCTOBER 23, 2017

The real-time feedback means we will learn very rapidly how communications or engagement tactics have been received, thus optimizing our actions in days rather than weeks, as might be the case with traditional approaches. Developing these sorts of metrics will not be quick or easy. Build a Dashboard.

Company 8

Company Management Metrics Tools 8

Harvard Business Review

MAY 19, 2017

It’s a model that’s increasingly used in companies of all kinds looking to accelerate the development of their high-potential people. So relationships are where employees develop critical skills and leadership capabilities. We gave tactical suggestions for how managers could do this (e.g.,

Diversity 10

Diversity Consultative Attrition Survey 10

Harvard Business Review

JANUARY 9, 2014

Companies have long developed and managed their sales people differently from other employees, placing great emphasis on individual performance. Record growth and profitability, increased rep engagement, and near-zero attrition. Its structure, skills, metrics, and rewards have mostly remained the same. The results?

Team 10

Team Metrics Compliance Attrition 10

Harvard Business Review

JUNE 1, 2015

Because they are innovative by nature, consumer tech companies need to invest heavily in research and development, which could be done if they had a portfolio of products at different stages of maturity, with some of them being established cash cows. For many consumer tech companies, this post-IPO pressure on financial returns is too high.

IPO 8

IPO Company Maturity Short-term 8