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.

Tacit Knowledge 14

Tacit Knowledge McKinsey Core Competence Document 14

Harvard Business Review

SEPTEMBER 17, 2014

Further, algorithms cannot (yet, anyway) tap intuition — the soft factors that are not data inputs, the tacit knowledge that experienced managers deploy every day, nor the creative genius of innovators. Perilous, because bad data and hidden false assumptions can seriously mislead. So what should managers, especially leaders, do?

Tacit Knowledge 10

Tacit Knowledge Information Technology Crisis Trends 10

Harvard Business Review

SEPTEMBER 17, 2014

Further, algorithms cannot (yet, anyway) tap intuition — the soft factors that are not data inputs, the tacit knowledge that experienced managers deploy every day, nor the creative genius of innovators. Perilous, because bad data and hidden false assumptions can seriously mislead. So what should managers, especially leaders, do?

Tacit Knowledge 8

Tacit Knowledge Crisis Trends Follow-up 8