Development Tacit Knowledge Team Technology 
Strategy Driven
NOVEMBER 10, 2010
But when they do leave, they will take with them years of institutional knowledge acquired on the job. Despite the media coverage of Boomers and how a tidal wave of retirements could impact business, many senior managers are kicking the can down the road, putting off the job of creating a system and process for capturing knowledge.
Harvard Business Review
MAY 9, 2011
Submitted by two HBS students, David Roth and Alka Tandon, it's called Late Night Pizza: Extending Hackathons Beyond Technology. 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.).
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Strategy Driven
NOVEMBER 17, 2010
– How to Create and Implement a Knowledge Transfer Program, part 2 Posted by Ken Ball and Gina Gotsill on November 17, 2010 · 2 Comments Now that you’ve looked at your workforce (in The Boomers are Leaving! Keeping this a low priority could lead to a great deal of deep, tacit knowledge walking out the door, maybe for good.
Harvard Business Review
OCTOBER 31, 2012
While Blue Sky is an SOE, I think they really want to differentiate themselves, and they're willing to use a lot of our technology.". The only person not applauding was Wang Xiguo, the engineer who had led the development of Prime's power train technology. He had led a team that created several prototypes for Apex.
Harvard Business Review
AUGUST 31, 2018
Developing a diverse leadership pipeline can benefit companies in all sectors. Firms with the most ethnically diverse executive teams were 33% more likely to outperform their peers on profitability, and those with executive-level gender diversity worldwide had a 21% likelihood of outperforming their industry competitors.
Harvard Business Review
MAY 2, 2017
Setting up innovation outposts in global technology clusters, such as Silicon Valley, Boston, and Tel Aviv, is highly popular among Fortune 500 corporations. There were no processes and systems in place to integrate the outpost team with the company HQ and the rest of the organization. And, indeed, that is what happened.
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. But starting in the early 2000s, the advantages of scale were mostly eliminated, in large part because of globalization, deregulation, and the rise of digital technology.
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