The Horizons Tracker

SEPTEMBER 7, 2020

Develop and foster agile learners – Much has been written about the importance of being open to new thinking and adaptable to the changing environment, and Osborne believes that leaders need to cultivate such a mindset in employees if a learning culture is to be developed.

Osborne 96

Osborne Development Tacit Knowledge Kaizen 96

Harvard Business Review

MAY 2, 2017

Even organizations that remain headquartered in other cities have set up innovation outposts there in the hope that high-tech silicon dust will rub off on them. Setting up innovation outposts in global technology clusters, such as Silicon Valley, Boston, and Tel Aviv, is highly popular among Fortune 500 corporations. Related Video.

Innovation 9

Innovation Social Capital CRM Tacit Knowledge 9

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 15

Tacit Knowledge McKinsey Core Competence Document 15

Harvard Business Review

MAY 9, 2011

Last Monday, the Management Innovation Exchange announced the winners of the first MBA M-Prize, which I wrote about some months ago. The runners-up ideas were Organization Structure as Free Market , submitted by an IMD team, and Stopping Incremental Change and Fostering Bold Moves , from a LBS team.).

Tacit Knowledge 12

Tacit Knowledge Proposal Brainstorming Technology 12

Harvard Business Review

MAY 19, 2016

The heart of differentiation therefore is your company’s ability to develop and promote distinctive products, services, and branded experiences on a consistent basis. Consider, for example, the way many credit cards are marketed. When Procter & Gamble purchased it in 1999 for $2.3 But it didn’t quite work out that way.

IAM 11

IAM Productivity Products Company 11

Harvard Business Review

OCTOBER 4, 2012

Many firms struggle to exploit the innovation potential of their global networks. But single-location projects draw on a reservoir or shared tacit knowledge and trust that global projects lack. To get the most from dispersed innovation, managers need a different playbook.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

OCTOBER 4, 2012

Many firms struggle to exploit the innovation potential of their global networks. But single-location projects draw on a reservoir or shared tacit knowledge and trust that global projects lack. To get the most from dispersed innovation, managers need a different playbook.

Globalization 15

Globalization Innovation Team First-mover Advantage 15