The New Know defines analytics as a strategic capability for generating new knowledge, improving decisions, and enabling innovation. The book provides practical insight into applying analytical thinking across business functions, helping organizations strengthen strategy, uncover opportunities, and turn data-driven knowledge into competitive advantage. " The New Know: Innovation Powered by Analytics ," authored by Thornton May in 2009 and co-published with SAS, defies convent

The following short piece, in its personal tone, is slightly different than what you've probably read in our magazine so far. My name is...

Developing a professional doctrine is a structured, collaborative process that transforms field experience and existing knowledge into shared models, guidelines, and tools. By combining human expertise, digital platforms, and facilitated learning over time, organizations standardize best practices, improve efficiency, and embed continuous learning into daily operations. We, as individuals, all want to succeed in our job. We all want to excel. The aspiration to succeed and exc

Innovation deals with new creation, while knowledge management focuses on reusing, positioning, and optimizing what already exists. There...

'Kata' is another term from the far-eastern culture that means "the way an organization runs". A Kata describes innovation and...

Outside Innovation defines innovation as a collaborative process that extends beyond organizational boundaries by engaging customers in ideation, planning, development, testing, content, and marketing. The book provides practical guidance for using customer participation to improve innovation quality, accelerate development, strengthen loyalty, and uncover new sources of business value. The book " Outside Innovation ," published in 2006, primarily delves into innovation and c

A Knowledge Management project (setting up an organizational portal, a community of practice, lessons knowledgebase, etc.) usually begins...

Capitalizing on Knowledge  defines knowledge as a tradable asset that can be packaged, marketed, and monetized through digital channels, evolving e-business into knowledge business. Its practical value lies in showing how organizations can create knowledge products, design sustainable revenue models, and use the web to scale expertise, customer value, and competitive advantage. The book " Capitalizing on Knowledge: From e-business to K-business ," alternatively titled "Creati

When we begin a Knowledge Project, we set goals and objectives. However, when the work routine kicks in we occasionally forget why we...

The concept of Unified Performance Management was born out of the need to actively work towards improving organizational performance....

We all know that launching a Knowledge Management solution is an integral part of the KM process. But how can we launch the product in a...

Kiwi isn't merely a greenish-brownish exotic fruit, nor merely an exotic bird. It is also an acronym for Knowledge In a Wiki. The KIWI...

MHDS drives systematic innovation with visible changes, breakthrough thinking, and ongoing renewal for sustained organizational growth.

Nearly every organization values "knowledge development and innovation". Yet, where is the implementation of this value apparent? We...

The Knowing-Doing Gap  explains why organizations often possess sound ideas yet fail to turn them into action. Its practical value lies in showing how fear, excessive talk, internal competition, and misguided measurement block execution- and how leaders can create cultures that convert knowledge into consistent organizational performance. Do you know those things that seem trivial but only become apparent in hindsight? "The Knowing-Doing Gap" is one such book. It delves into

Deep Smarts  explains how practical wisdom is built through guided experience, coaching, pattern recognition, and reflection- not just information accumulation. Its value lies in helping organizations identify experts, accelerate the transfer of tacit know-how, and develop people who can make sound judgments in complex, unfamiliar situations. Leonard and Snap's book, published by Harvard Business School Press in 2005, is a relatively recent publication. The book delves into a

The Practice of Management  frames management as a discipline built on purpose, objectives, accountability, and the effective use of people and knowledge. Its practical value lies in showing that knowledge management creates impact only when aligned to business goals, integrated into work, and used to improve decisions, performance, and organizational learning. In November 2005, the father of management theory and one of its luminaries, Peter Drucker, passed away. Renowned fo

Written in collaboration with Naama Halevi and Carmit Shaked When initiating knowledge management activities in an organization, we must...

Hedlund’s A Knowledge Management Model and the Organizational N-FORM Structure  defines knowledge creation as movement across tacit and explicit knowledge levels, supported by a heterarchical organizational design. The book’s practical value lies in showing how N-FORM structures can strengthen innovation, horizontal collaboration, and adaptive knowledge development in dynamic environments. Most knowledge management enthusiasts have heard of NONAKA, one of the pioneers and lea

"If you want things to happen - make them happen" (Diogenes) One of the major challenges in writing technical specifications is their...