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Help Employees Create Knowledge — Not Just Share It

Harvard Business Review

Without diminishing the value of knowledge sharing, we would suggest that the most valuable form of learning today is actually creating new knowledge. In the process, they develop new knowledge about what works and what doesn’t work in specific situations. It typically can’t be written down and shared with others.

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The Boomers are Leaving! – How to Create and Implement a Knowledge.

Strategy Driven

Despite the media coverage of Boomers and how a tidal wave of retirements could impact business, many senior managers are kicking the can down the road, putting off the job of creating a system and process for capturing knowledge. How do your organization’s strategic and operational goals inform what work roles will be needed in the future?

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How Women of Color Get to Senior Management

Harvard Business Review

They were employed in midlevel to upper-midlevel management positions in strategy, finance, marketing, legal, operations, and technology functions. These situations involved complex assignments focusing on strategy, product development, business operations, and financial management.

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How to Successfully Work Across Countries, Languages, and Cultures

Harvard Business Review

What’s more, the subsidiaries operated more or less autonomously, each with separate organizational cultures and norms. Interactions are also vital for sharing knowledge across sites. The Japanese employees in the Tokyo headquarters communicated in Japanese, the Americans in the U.S.

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Facebook Changes Upend Advertiser and Agency Models

Harvard Business Review

Publishers have traditionally sold those "things" to them in an environment that operates with fairly little friction. Even when optimizing to a transaction, they do so with tacit knowledge of what each transaction is worth. These are "things" that display once, and then disappear, unless more of them are bought.

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How to Bring in a New CEO for Your Startup

Harvard Business Review

The most important requirements of the new CEO are familiar: they should understand the entire value chain of the market in which the startup operates, and must have the ability to take on a larger, more crucial role in structuring the company. Knowledge capture and transfer will assist in a smooth transition.

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How Corporate HQ Can Get More from Innovation Outposts

Harvard Business Review

Most of the absorbed knowledge — local contacts and relationships, intelligence, insights, and so on — left with them. The company no longer has any operations at all in Silicon Valley. Some of the outpost team were hired by local companies or joined startups. Propagate intelligence and insights.