Harvard Business Review
AUGUST 15, 2017
This view of learning was the key driver of “knowledge management systems” that came into vogue in the 1990’s. We believe the old, “scalable efficiency” approach to knowledge needs to be replaced with a new, more nimble kind of “scalable learning.”
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. Many will decide to stay in the workforce and replenish their savings and retirement accounts.
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Harvard Business Review
JANUARY 20, 2011
Is your company investing in expensive knowledge management systems that are useless for making big, strategy decisions? The first measures the degree to which knowledge is tacit and uncodified, versus explicit and codified. To codifying tacit knowledge? To accessing complementary knowledge from outside?
Strategy Driven
NOVEMBER 17, 2010
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. Manager can avoid this by taking some steps now to prepare for the day when key workers leave.
Harvard Business Review
MAY 2, 2017
There were no processes and systems in place to integrate the outpost team with the company HQ and the rest of the organization. Among other reasons, companies build CRM systems to avoid contacts, histories, and networks of relationships leaving the company together with the salesperson. But for the organization?
Harvard Business Review
SEPTEMBER 23, 2011
Even when optimizing to a transaction, they do so with tacit knowledge of what each transaction is worth. Earning, amplifying, and optimizing towards engagement is just not what media agency systems and personnel are meant to support. Everything fit on a spreadsheet, or through an ad network.
Harvard Business Review
MAY 19, 2016
Continue to use focused interventions — the kinds of moves you already make to adjust systems and organizations — but align them all to realizing your strategy. Make tacit knowledge explicit by codifying the things you do in capabilities, but keep rethinking, improving, and reworking your codification.
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