Harvard Business Review

AUGUST 31, 2018

Firms with the most ethnically diverse executive teams were 33% more likely to outperform their peers on profitability, and those with executive-level gender diversity worldwide had a 21% likelihood of outperforming their industry competitors. Others wanted power in order to bring out the best in their teams and foster an inclusive culture.

Management 13

Management Tacit Knowledge Diversity Leadership Pipeline 13

Harvard Business Review

JANUARY 20, 2011

The first measures the degree to which knowledge is tacit and uncodified, versus explicit and codified. Highly tacit knowledge embodies deep, almost intuitive understanding that is hard to articulate and explain to others and that is rooted in concrete experience. To codifying tacit knowledge?

Knowledge Management 15

Knowledge Management Tacit Knowledge Management Licensing 15

Strategy Driven

NOVEMBER 10, 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.

How To 72

How To Tacit Knowledge Intellectual Capital Newsletter 72

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.

How To 62

How To Tacit Knowledge Mentor Intellectual Capital 62

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. That meant that although the outpost team had struck gold, there was no means of sharing it among the rest of the firm. Some of the outpost team were hired by local companies or joined startups.

Innovation 9

Innovation Social Capital CRM Tacit Knowledge 9

Harvard Business Review

FEBRUARY 29, 2016

The right replacement CEO will complement the existing leadership team’s skill sets and have experience in scaling and managing a company through the startup’s upcoming stages of growth. Facilitate close connections between the founder, the new CEO, and the team. Ensure knowledge capture and transfer.

CEO 8

CEO Tacit Knowledge Chief Technology Officer How To 8

Harvard Business Review

MAY 19, 2016

Our recommendations for accomplishing this start with the top team’s commitment, and expands to include people throughout the enterprise. Design your capabilities with teams that transcend functional boundaries. Our recommendations include: Be skeptical of benchmarking.

IAM 11

IAM Productivity Products Company 11

Harvard Business Review

JANUARY 12, 2016

You and Your Team. Propose a self-managed instructional course for your team or work group, and share responsibility for designing and leading the various elements of the course. Look for them inside and outside your team at work and beyond the boundaries of your organization, or even outside your professional life.

Tacit Knowledge 8

Tacit Knowledge Quality Leadership Pipeline Learning-by-Doing 8

Harvard Business Review

MARCH 16, 2015

Through countless hours of collaboration with the same coworkers and teams, veteran employees gain tacit knowledge that allows them to predict how colleagues will behave and anticipate how they will respond to everyday situations.

Tacit Knowledge 8

Tacit Knowledge Long-term Call Center Company 8

Harvard Business Review

OCTOBER 31, 2012

He had led a team that created several prototypes for Apex. For another, Prime had embedded a great deal of "tacit knowledge" into some of the components — knowledge that was more "know why" than pure know-how. With Lin's approval, Wang had gone as far as to lead a team in building one specifically for Blue Sky.

Case Study 8

Case Study Technology Tacit Knowledge Engineering 8

Harvard Business Review

OCTOBER 4, 2012

But single-location projects draw on a reservoir or shared tacit knowledge and trust that global projects lack. When the knowledge base underlying a project is fragmented and project teams are scattered over multiple locations, miscommunication, conflict, and stalemates over crucial decision making are much more likely.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

OCTOBER 4, 2012

But single-location projects draw on a reservoir or shared tacit knowledge and trust that global projects lack. When the knowledge base underlying a project is fragmented and project teams are scattered over multiple locations, miscommunication, conflict, and stalemates over crucial decision making are much more likely.

Globalization 15

Globalization Innovation Team First-mover Advantage 15

Harvard Business Review

APRIL 6, 2018

Additionally, high levels of turnover in an organization’s top management team are very likely to make the organization as a whole perform substantially worse. They simply cannot exist in a team that is constantly introducing new members. That’s how you go from an “A team” to a C or even D team.

Learning Curve 8

Learning Curve Tacit Knowledge Learning-by-Doing Talent Management 8