Engineering Incentives Innovation Knowledge Management 
Harvard Business Review
OCTOBER 9, 2014
The free flow of workers between companies is central to economic growth and innovation. Yet employers are increasingly taking legal action to prevent former employees from using knowledge and skills learned on the job. Employees’ incentives to learn on the job are weaker if they cannot use that knowledge later in their careers.
Harvard Business Review
DECEMBER 18, 2014
Asked if he would be willing to share his hard-earned knowledge with others in the company before he retired, the engineer laughed. ” There we had it in one concise capsule: a few of the reasons why retirees refuse to share their experience-based, business-critical knowledge — what we call deep smarts.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Harvard Business Review
JUNE 27, 2016
A large high-technology company had established an innovation center in one of their U.S. Sara Vaerlander, Bobbi Thomason, Brandi Pearce, Heather Altman, and I observed what happened after the innovation practices were shared with the company’s Indian and Chinese counterparts. It made sense. Leaders from the U.S. Pamela Hinds.
Harvard Business Review
SEPTEMBER 5, 2013
Yet here is the challenge you face as a senior executive: You cannot manage your knowledge workers in the traditional and intrusive way you might have done with manual workers. Knowledge workers own the means of production — their brains. Knowledge management Managing people Productivity'
Harvard Business Review
SEPTEMBER 29, 2016
The best leaders understand that the current success of their business, and any future innovation, depends upon the “deep smarts” of their employees — the business-critical, experience-based knowledge that employees carry with them. Take architectural and engineering firm EYP as an example.
Expert insights. Personalized for you.
13 
Let's personalize your content