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最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
Managing Your Mission-Critical Knowledge
內容大綱
Big data is proving difficult to translate into useful knowledge, the authors write. That's in part because a company's knowledge assets involve so much more: core competencies, areas of expertise, intellectual property, and deep pools of talent. Large-scale, sustainable growth is generally made possible when people take insights from one knowledge domain and apply them in another--when deep technical expertise in one business unit is applied in a different business unit, for example, or when a best-in-class marketing group pulls a product development unit into the 21st century by sharing market insights gleaned from customer data. The authors describe how to map your organization's strategic knowledge and identify where it can help you create value and growth. When knowledge assets are placed in a grid along two dimensions--"unstructured" (tacit) versus "structured" (explicit) and "undiffused" (proprietary) versus "diffused" (shared)--it becomes easier to manage them for future competitive advantage.