Strategy Driven
NOVEMBER 10, 2010
– How to Create and Implement a Knowledge Transfer Program, part 1 Posted by Ken Ball and Gina Gotsill on November 10, 2010 · 2 Comments The clock is ticking: next year, in 2011, the oldest of the 76 million Baby Boomers turn 65. How to Create and Implement a Knowledge Transfer Program, part 1 [link] [.]
Marshall Goldsmith
DECEMBER 16, 2013
We, as leaders, still understand little of how to retain essential high performers in turbulent times. We, as leaders, still understand little of how to retain essential high performers in turbulent times. Innovative high-technology corporations are currently paying employees large bonuses to recruit top talent. Five Trends .
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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! Email This Post | Print Post | Sign up for our Email Newsletter Comments 2 Responses to “The Boomers are Leaving!
Harvard Business Review
JUNE 22, 2016
Manufacturers invest most of their capital into physical assets, while high-tech firms invest in R&D to create new intellectual capital. But all assets are not created equal, especially as the technological landscape changes. There’s no question why legacy organizations are tackling digital transformation now.
Harvard Business Review
JULY 20, 2012
Most organizations, however, still view social media as a threat to productivity, intellectual capital, security, privacy, management authority, or regulatory compliance. They actively plan how to use it with well-defined purposes. In just a few years, social media has come to dominate many of our personal communications.
Harvard Business Review
MAY 18, 2011
While the technology giant's second-quarter revenue increased by 3%, its relatively new CEO, Leo Apotheker, was forced to lower the forecast for revenue for the fiscal year. The technology market is the epitome of creative destruction. That put it in the right place at the right time as the technology revolution was beginning.
Harvard Business Review
OCTOBER 4, 2011
It governs an organization's cultivation of its intellectual capital—how it leverages what it already knows how to do, and how it evolves its offering based on changing market demands. You see evidence of companies' different DNAs in the ways they react to risks and opportunities.
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