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Read e-book online The Knowing-Doing Gap: How Smart Companies Turn Knowledge PDF

Submit 12 months observe: First released 1993
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Why are there such a lot of gaps among what businesses understand they need to do and what they really do? Why achieve this many businesses fail to enforce the event and perception they've labored so not easy to procure? The Knowing-Doing hole is the 1st publication to confront the problem of turning wisdom approximately how you can enhance functionality into activities that produce measurable effects.

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Extra resources for HBR's Must Reads Digital Boxed Set (6 Books) (HBR's 10 Must Reads)

Sample text

Values The third factor that affects what an organization can and cannot do is its values. Sometimes the phrase “corporate values” carries an ethical connotation: one thinks of the principles that ensure patient well-being for Johnson & Johnson or that guide decisions about employee safety at Alcoa. But within our framework, “values” has a broader meaning. We define an organization’s values as the standards by which employees set priorities that enable them to judge whether an order is attractive or unattractive, whether a customer is more important or less important, whether an idea for a new product is attractive or marginal, and so on.

Designing a new product platform took two to three years. Digital manufactured most of its own components and assembled them in a batch mode. It sold directly to corporate engineering organizations. Those processes worked extremely well in the minicomputer business. PC makers, by contrast, outsourced most components from the best suppliers around the globe. New computer designs, made up of modular components, had to be completed in six to 12 months. The computers were manufactured in high-volume assembly lines and sold through retailers to consumers and businesses.

Eleven of those organizations we classified as full-bore analytics competitors, meaning top management had announced that analytics was key to their strategies; they had multiple initiatives under way involving complex data and statistical analysis, and they managed analytical activity at the enterprise (not departmental) level. This article lays out the characteristics and practices of these statistical masters and describes some of the very substantial changes other companies must undergo in order to compete on quantitative turf.

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HBR's Must Reads Digital Boxed Set (6 Books) (HBR's 10 Must Reads) by Harvard Business Review


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