How to use remote team collaboration

Updated on 7 April 2020, also posted to www.innovationcoach.co.za/blog I am supporting teams that are using Slack, MS Teams or other remote collaboration applications. Some of my clients also use Viber or WhatsApp. In our company, Mesopartner, we’ve been using Slack for a few years. It’s not my purpose here to review these different applications, but… Continue reading How to use remote team collaboration

How to cultivate a more knowledge-intensive team or organisation

Germany, Berlin. Mesopartner Summer Accademy 2012. www.mesopartner.com.

It is interesting to reflect how over my career the organisations I work with have gone from trying to gather additional information from beyond the organisation to trying to make sense of all the information around them. Actually, some people I know are actively disengaging from reading newsletters, books, blog sites or other channels because… Continue reading How to cultivate a more knowledge-intensive team or organisation

Post 3 of 3:What can leaders do to embrace tacit knowledge more

My original name of this post was “What can leaders do to embrace tacit knowledge more to enable innovative organisational cultures?”, but this is too long! This is the third post in the series. It is about some of the “how” questions that leaders should consider if they want to create more innovative organisational cultures.… Continue reading Post 3 of 3:What can leaders do to embrace tacit knowledge more

Post 2 of 3:Why explicit knowledge dominates organisational cultures

In the previous post, I argued that tacit knowledge gets absorbed into the environment of the organisation (and society), but only if the right conditions prevail. It is futile to ask people to record their experiences or report on lessons learnt. Tacit knowledge is highly contextual, and it is nearly impossible to describe all the… Continue reading Post 2 of 3:Why explicit knowledge dominates organisational cultures

Post 1 of 3: Organisational knowledge and innovation: the difference between tacit and explicit knowledge

Knowledge in organisations can either be explicit or tacit, or a mixture of the two. Let us first try and sort out the difference between explicit knowledge and tacit knowledge. Explicit knowledge is easier to identify and is typically captured in processes, systems, routines, documents, guidelines and so on. Some explicit knowledge from outside the… Continue reading Post 1 of 3: Organisational knowledge and innovation: the difference between tacit and explicit knowledge

New series: Organisational knowledge and innovation

In the next few posts I will elaborate on the role of knowledge in enabling learning organisations. In a previous post (here), I have concentrated mainly on how knowledge for innovation is generated in organisations. The response from readers was very positive, and as I worked with management teams to strengthen their innovative culture I… Continue reading New series: Organisational knowledge and innovation

Post 4: Technological Institutions that disseminate knowledge

This is the fourth post in this series about building technological capability. In 2011 I explained how we define technology in a broad way. This definition looks beyond hardware to include knowledge and organization of the different elements. For instance, if a company decides to achieve a new standard of compliance, that is seen as… Continue reading Post 4: Technological Institutions that disseminate knowledge

Building institutions that supports knowledge flows to industry

It sounds like a cliche to state that manufacturing has changed a lot in the last 30 years. Yet people often say this without thinking of how it has changed. It is not just about the size of our manufacturers, or the increased competition from Asia or elsewhere. It is also not about the sophisticated… Continue reading Building institutions that supports knowledge flows to industry

The increased importance of knowledge-intensive business services in a knowledge-intensive era

As some of you may know, my PhD research was all about knowledge intensive business services and market failures. In a recent publication I wrote a short piece on knowledge intensive business services that we did not use in the final publication. I thought that perhaps it would be useful to some of my readers… Continue reading The increased importance of knowledge-intensive business services in a knowledge-intensive era

Human capital development for growth

Very often in training relating to the improvement of regional and local economies we stumble onto the topic of the importance of human capital for productivity and economic growth. This results in three arguments emerging between participants. Firstly, some participants are upset about human capital development, as this often implies a higher level of learning… Continue reading Human capital development for growth