Critical Knowledge Transfer

Critical Knowledge Transfer

<div><B>How to transfer your organization€s most important knowledge-before it walks out the door</B><br><br>When highly skilled subject matter experts, engineers, and managers leave their organizations, they take with them years of hard-earned, experience-based knowledge-much of it undocumented and irreplaceable. Organizations can thereby lose a good part of their competitive advantage. The tsunami of “boomer€ retirements has created the most visible, urgent need to transfer such knowledge to the next generation. But there is also an ongoing torrent of acquisitions, layoffs, and successions-not to mention commonplace promotions and transfers-all of which involve the loss of essential expertise.<br><br>Dorothy Leonard and Walter Swap first addressed this acute loss of knowledge in their groundbreaking book <I>Deep Smarts</I> (2005). Since then, managers have repeatedly asked them for practical, proven techniques that will help transfer those deep smarts-the organization€s critical, experience-based knowledge-before it€s too late. Now, with coauthor Gavin Barton, the authors share a comprehensive approach to doing just that.<br><br>Based on original research, numerous interviews with top managers, and a wide range of corporate examples, <I>Critical Knowledge Transfer</I> provides a variety of practical options for identifying your firm€s deep smarts and transferring that intelligence from experts to successors. <I>Critical Knowledge Transfer</I> will enable managers to:<br><br>• Determine the seriousness of their knowledge loss<br>• Identify the deep smarts essential to their business<br>• Utilize proven techniques for transferring knowledge when its loss is imminent<br>• Identify and implement long-term transfer program apprenticeships<br>• Set up individual learning plans for successors<br>• Assess the success of their knowledge transfer initiatives<br><br>This book is essential reading for anyone managing talent in today€s volatile environment.<br></div>