Harvard Business Review

JANUARY 20, 2011

Strategic management of knowledge focuses only on those knowledge assets that are critical to your firm's competitive performance — from the tacit expertise of key individuals right through to explicit company-wide general principles. Many outsiders possess this knowledge. To codifying tacit knowledge?

Knowledge Management 15

Knowledge Management Tacit Knowledge Management Licensing 15

Harvard Business Review

FEBRUARY 29, 2016

A handover period for retaining and transferring knowledge is a golden opportunity to ensure that all tacit knowledge from the founder is transferred to the new CEO and that there are no knowledge gaps. Minimize the handover period. The ideal handover period should be approximately two weeks.

CEO 8

CEO Tacit Knowledge Chief Technology Officer How To 8

Harvard Business Review

AUGUST 31, 2018

Bianca (all names have been changed), a current assistant vice president, described seizing opportunities in areas outside of her expertise: There’s one thing I’ve learned about how to take steps to get to where I want to be: I must take chances and risks by learning about areas that I don’t know about.

Management 13

Management Tacit Knowledge Diversity Leadership Pipeline 13

Harvard Business Review

MAY 19, 2016

As business strategists, we see endless amounts of writing about how to achieve differentiation. In our book Strategy That Works we articulate what those capabilities can look like, how to blueprint and build them, and how to bring them to scale. And we see many executives trying to take this advice to heart.

IAM 11

IAM Productivity Products Company 11

Harvard Business Review

MAY 2, 2017

The tacit knowledge should be codified and shared through formal processes and protocols to avoid the risk that valuable information absorbed by the outpost doesn’t reach the mothership. They need to think carefully and strategically about how to shape and implement a two-sided model, in which integration and propagation is key.

Innovation 9

Innovation Social Capital CRM Tacit Knowledge 9

Harvard Business Review

SEPTEMBER 17, 2014

Further, algorithms cannot (yet, anyway) tap intuition — the soft factors that are not data inputs, the tacit knowledge that experienced managers deploy every day, nor the creative genius of innovators. So what should managers, especially leaders, do? The obvious answer is employ both computer-based programs and your own intuition.

Tacit Knowledge 10

Tacit Knowledge Information Technology Crisis Trends 10

Harvard Business Review

MARCH 16, 2015

Those years also cultivate a nuanced understanding of how a company operates and how to maneuver through organizational channels and get things done with a minimum of friction.

Tacit Knowledge 8

Tacit Knowledge Long-term Call Center Company 8

Harvard Business Review

OCTOBER 31, 2012

For another, Prime had embedded a great deal of "tacit knowledge" into some of the components — knowledge that was more "know why" than pure know-how. In addition to being highly efficient, the prototype was a marvel of embedded tacit knowledge. How far along are you?" Wang asked. "I

Case Study 8

Case Study Technology Tacit Knowledge Engineering 8

Harvard Business Review

SEPTEMBER 17, 2014

Further, algorithms cannot (yet, anyway) tap intuition — the soft factors that are not data inputs, the tacit knowledge that experienced managers deploy every day, nor the creative genius of innovators. So what should managers, especially leaders, do?

Tacit Knowledge 8

Tacit Knowledge Crisis Trends Follow-up 8

Harvard Business Review

NOVEMBER 30, 2010

It's worth paying attention to how Google responds to this very human challenge to its long-term strategic leadership. Not just because of what it says about Google's future, but because of what it says about the future of every organization trying to figure out how to make the most of its most talented people.

Tacit Knowledge 15

Tacit Knowledge Long-term McKinsey Venture Funding 15