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

Unlocking knowledge in organisations

A favorite topic that I love to talk, think and write about is the knowledge that is lurking around in organisations, often untapped. Last week, the University of Stellenbosch Business School, where I am a member of faculty in the Executive Development programme, published an article I wrote in its thought leader newsletter. It is… Continue reading Unlocking knowledge in organisations

Instigating Innovation: Tech push fallacy is still alive

Let me continue with the Instigating Innovation series. I will slowly shift my attention to the technology intermediaries, research centres and technology transfer organisations that exist in many countries to overcome persistent market failures in the private sector. Yes, I know it is a shock for some, but these centres do not really exist to… Continue reading Instigating Innovation: Tech push fallacy is still alive

Instigating Innovation: Accelerating Experimentation in industry

Originally published Feb 2016, revised March 2018 When innovation centres, technology transfer centres, applied research platforms and other similar organisations wish to help industry with innovation, one way could be to assist companies to experiment with new ideas. I will simply refer to these centres from now on as innovation and technology support centres. In… Continue reading Instigating Innovation: Accelerating Experimentation in industry

Significance over scale when selecting sectors

When promoting territorial economic development from an innovation systems perspective it is important to find ways of increasing the use of knowledge and innovation in the region. However, in mainstream economic development there is a tendency to target the private sector based on scale. This means that practitioners look at quantitative measures such as jobs, numbers of… Continue reading Significance over scale when selecting sectors

Instigating innovation by enhancing experimentation

“We don’t experiment!”, the operations manager sneered at me. “We know what we are doing. We are experts”. From the shaking of his head I could form my own conclusions. It meant that this business has a very short term focus in terms of innovation, mainly using a consensus based approach to drive incremental improvement. The irony… Continue reading Instigating innovation by enhancing experimentation

Instigating innovation in traditional industries

Originally published in January 2016, revised in March 2018 The average manufacturer in a developing country often grapples with the notion of innovation. That is why such industries are often called “traditional“, although almost all industries will have one or two outliers. While governments, such as the South African government, offer incentives to stimulate innovation,… Continue reading Instigating innovation in traditional industries