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. For many, this means recognizing the need for a new CEO. In addition, it is critical to hire a CEO who will create the right culture.

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 11

Management Tacit Knowledge Diversity Leadership Pipeline 11

Harvard Business Review

AUGUST 29, 2017

What’s more, the subsidiaries operated more or less autonomously, each with separate organizational cultures and norms. This type of orientation can be incredibly valuable to cultivate for anyone working for multinationals or in other global careers, and can also be used by managers to develop employees.

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. Most of the absorbed knowledge — local contacts and relationships, intelligence, insights, and so on — left with them.

Innovation 8

Innovation Social Capital CRM Tacit Knowledge 8