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'

Productivity 8

Productivity Products Peer Review Short-term 8

Harvard Business Review

JUNE 27, 2016

I’ve observed elsewhere differences in how collaboration technologies, such as knowledge management systems, are adopted. Implicit in these systems is the assumption that individual workers own their knowledge. Instead, such rights reside with the team or manager.

Innovation 11

Innovation Altman System Technology 11

Harvard Business Review

AUGUST 9, 2012

Sales managers can gain insight into what guidance to give salespeople, how to set goals that are fair and realistic, and how to keep a team on course to achieve district goals. An often-missed prerequisite for answering these and other questions is quantifying the opportunity at each customer or prospect.

CRM 13

CRM Micromanagement Technology Maturity 13

Harvard Business Review

MARCH 29, 2013

An outcry ensued, of course, but management and HR began to face the painful fact that they had been aiding and abetting a vicious cycle of capability dependency and knowledge loss. And it was that lull in departures which allowed the organization to redesign some of its incentives, practices and culture.

Consultative 8

Consultative Competitive Advantage Long-term Incentives 8

Harvard Business Review

JANUARY 15, 2016

.” But you can’t afford to have an employee with a monopoly on company-specific knowledge. To prevent this, training and coaching should be part of the promotion process or an incentive for phased retirement. “They should need to prove that they’ve trained their backfill,” he says. Principles to Remember.

Learning-by-Doing 8

Learning-by-Doing Storytelling Cooper Case Study 8

Harvard Business Review

SEPTEMBER 29, 2016

Support incentives within the organization that both recognize current expertise and encourage it to be shared. Leaders who take time to teach in education programs, or at least start them off, provide visible evidence of seriousness.

Organization 8

Organization Development Mentor Incentives 8

Harvard Business Review

JANUARY 31, 2017

This highlights the precarious position that managers are in when it comes to maintaining client relationships. Because professional service firms are increasingly serving clients with collaborative teams , firms should try to find ways to reduce the incentive for whole teams to quit.

Sample 8

Sample Loyalty Bond Industry 8