The Horizons Tracker
SEPTEMBER 7, 2020
Now, however, we’re in a third-generation of the learning organization, with new technologies speeding up the rate at which we can both absorb new information and test our assumptions. Hiring your way out of this skills gap isn’t a sustainable approach, so organizations need to get better at upskilling the workforce.
Strategy Driven
NOVEMBER 10, 2010
But when they do leave, they will take with them years of institutional knowledge acquired on the job. Keeping this a low priority could lead to a great deal of deep, tacit knowledge walking out the door, maybe for good. Will younger workers have the knowledge and skills to run our organizations when they do?
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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. Even Wang was smiling.
Harvard Business Review
JANUARY 31, 2013
Codifiable knowledge — that which can be captured electronically without losing its meaning — can be stored on the web and shared with many, without the original author (professor) being involved in the sharing (teaching). We called it a codification strategy to knowledge sharing. How fast will this go?
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
FEBRUARY 29, 2016
Research shows that only a small percentage of founder-CEOs have the skills and experience needed to ensure company growth and shareholder value beyond a startup’s early stage. Select a CEO based on leadership, interpersonal skills, and a knack for creating a supportive culture of collaboration. Insight Center.
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