Symbiosis of Strategic Thinking and Planning


This value includes intellect, explicit knowledge, and relevant experiences. We’re proud to release another LDRLB Paper today. Our newest paper, the first in the 2012 series, features John A Lanier, a consultant with decades of experiences serving private equity firms. Lanier’s paper reveals just how leaders can effectively combine strategic thinking and strategic planning. Check out the preview below and download the new article.

The Importance of “Know Why”?


Knowledge industry, particularly software, is full of people who possess “ know-how ” – knowledge of how to get something done. A lot of people possess a very sound “ know-what ” – knowledge of facts, figures and methods. There is a proliferation of know-how-what-who people, however, what we need more in businesses today is “ know-why ” people – those who possess knowledge of the purpose of doing something, insight into the meaning of work.


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Project Management: Science? Art? Common Sense?


It represents “explicit knowledge” about project management and a lot of people out there know these fundamentals. I recently heard someone saying, “ Project management is just science. ” “Do I agree?” I asked myself. Here is what I think: Project management is both science and art, but it is the art of project management that makes great project managers. It is science because there are essential processes and elements that make up project management (e.g.

Bite Sized Insights on Personal Branding #IndiaHRChat


Most professionals grow by staying on top of the explicit knowledge. For the first time, I participated in a Twitter Chat ( #IndiaHRChat ) on the topic “ Personal Branding for HR Professionals “ People from diverse backgrounds shared their views on personal branding in presence of special guest Mr. Anand Pillai , Chief Learning Officer of Reliance Industries. It was fun to share my insights on personal branding and they were well received.

Brand 109

Help Employees Create Knowledge — Not Just Share It

Harvard Business

Many leaders see organizational learning simply as sharing existing knowledge. This view of learning was the key driver of “knowledge management systems” that came into vogue in the 1990’s. These systems sought to make existing knowledge more accessible to those who might need it in the form of knowledge repositories that collected and indexed documents as well as directories of expertise that could point employees to others who had relevant know-how.

Experience and Expertise – A Few Thoughts


Another realization is that more knowledge does not always mean more expertise. Ability to execute that knowledge does. That is because most explicit knowledge is widely and freely available now. But to execute that knowledge well requires one to have implicit skills mentioned above.(You You might also like reading my older post: Explicit v/s Tacit - Content v/s Process ) Have a GREAT start into the week!

Ethics for Technologists (and Facebook)

Harvard Business Review

What level of explicit consent or awareness permits customers to become resources to be exploited, explored, or cultivated for knowledge and insight? More people—smart and dumb, honorable and sleazy, careful and sloppy—will be running more and more experiments for you, with you and on you; sometimes with your explicit knowledge and consent, more likely not. They’re passionate and committed to the pursuit of knowledge.