Harvard Business Review
MAY 19, 2016
To them, the unit of differentiation is an individual product, service or brand. The heart of differentiation therefore is your company’s ability to develop and promote distinctive products, services, and branded experiences on a consistent basis. This is a change from the differentiation strategies of the past.
Strategy Driven
NOVEMBER 10, 2010
But when they do leave, they will take with them years of institutional knowledge acquired on the job. 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.
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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. A Tesla vehicle is quite literally more valuable than the sum of the parts, even when the value of the patented technology is included. Innovation Tech industry Technology'
Strategy Driven
NOVEMBER 17, 2010
Like rungs on a ladder, each phase builds on the next, so it’s important that you consider each step as you create your knowledge retention program. Keeping this a low priority could lead to a great deal of deep, tacit knowledge walking out the door, maybe for good. These steps are outlined in Surviving the Baby Boomer Exodus.
Harvard Business Review
OCTOBER 31, 2012
While Blue Sky is an SOE, I think they really want to differentiate themselves, and they're willing to use a lot of our technology.". The only person not applauding was Wang Xiguo, the engineer who had led the development of Prime's power train technology. The workers standing near him applauded. Entering the IP Badlands.
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. Other women described working in new areas outside their current expertise, allowing them to learn entirely new product areas or skills as part of their leadership growth.
Harvard Business Review
SEPTEMBER 23, 2011
Even when optimizing to a transaction, they do so with tacit knowledge of what each transaction is worth. It presents a tremendous opportunity for advertisers to create and amplify positive engagements consumers are having with their products, or the lifestyles those products represent.
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