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. He has a marketing communications degree from Bradley University.
Harvard Business Review
MAY 6, 2011
Since knowledge assets do not each exist in isolation from one another, a powerful strategic opportunity lies in binding your tacit knowledge assets to your structured knowledge. Your ownership of the resulting unique knowledge network generates the rent.
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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! Keeping this a low priority could lead to a great deal of deep, tacit knowledge walking out the door, maybe for good.
Harvard Business Review
JANUARY 31, 2013
First, the education market overall clearly fits Clayton Christensen's disruption theory : the seemingly inferior (but less costly) online education experience is coming from below and gradually encroaching on the for-now-superior-but-fat-and-happy classroom world. We called it a codification strategy to knowledge sharing.
Harvard Business Review
JUNE 12, 2014
Rather than worrying about car companies copying their technology, Tesla now hopes they will do so, in order to expand the overall market for electric vehicles. This counterintuitive strategy is more than good PR — although that too — say several IP experts. That gap is probably relevant in this market.”.
Harvard Business Review
MAY 19, 2016
Ever since the idea of strategy came to the business world in the early 1960s, the goal of differentiation has been paramount. This is a change from the differentiation strategies of the past. Consider, for example, the way many credit cards are marketed. Design your capabilities with teams that transcend functional boundaries.
Harvard Business Review
AUGUST 31, 2018
They were employed in midlevel to upper-midlevel management positions in strategy, finance, marketing, legal, operations, and technology functions. Some women wanted to advance to senior leadership roles so they could influence business strategy, lead change, and advance the goals and values of the company.
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