The Horizons Tracker

SEPTEMBER 7, 2020

Think like a marketer to drive learning and development – Osborne argues that a long period of poor training initiatives has tarnished the brand of learning and development within the workforce. It’s only in such cultures that the kind of candid feedback that is such a crucial part of learning can be achieved.

Osborne 117

Osborne Development Tacit Knowledge Kaizen 117

Harvard Business Review

FEBRUARY 29, 2016

Research shows that only a small percentage of founder-CEOs have the skills and experience needed to ensure company growth and shareholder value beyond a startup’s early stage. A smart founder understands that there is often a trade-off between creating sustainable market value and preserving control. Break away from the past.

CEO 8

CEO Tacit Knowledge Chief Technology Officer How To 8

Harvard Business Review

AUGUST 31, 2018

To increase diversity at senior executive levels, more must be known about one group in particular: women of color in midlevel leadership, who successfully developed and progressed beyond individual contributor and first-line management. How did (or didn’t) managers play a role? They pursue management challenges.

Management 12

Management Tacit Knowledge Diversity Leadership Pipeline 12

Harvard Business Review

JANUARY 31, 2013

First, the education market overall clearly fits Clayton Christensen's disruption theory : the seemingly inferior (but less costly) online education experience is coming from below and gradually encroaching on the for-now-superior-but-fat-and-happy classroom world. Education is basically that — knowledge sharing. I beg to differ.

Education 8

Education Tacit Knowledge Execution Christensen 8

Harvard Business Review

AUGUST 29, 2017

The CEO, Hiroshi Mikitani, realized that doing business in multiple languages prevented the organization from sharing valuable knowledge across the organization’s existing global operations, as well as those that were being newly established. Interactions are also vital for sharing knowledge across sites.

Succession 14

Succession Globalization Tacit Knowledge GDP 14

Harvard Business Review

MAY 2, 2017

So, even if the outposts manage to absorb local value they usually fail to propagate it back to the organization, which means they fail on the ultimate reason for their existence. As an analogy, think of sales and marketing and the rise of CRM. My experience suggests that outposts fail for a variety of reasons.

Innovation 8

Innovation Social Capital CRM Tacit Knowledge 8