By Laurence Prusak Since the Second World War, something like forty-five major idea-movements have swept through both public and private organizations. They include early time-and-motion studies, the quality movement, reengineering, human potential, and many, many others. Some of these movements promulgate genuinely new ideas; some recycle old approaches under new names. I am quite […]
By Laurence Prusak A few decades ago a Massachusetts Institute of Technology researcher, Ithiel de Sola Pool, put out a book called Predicting the Telephone.
By Laurence Prusak I’d like to talk about an F word that is probably heard less in most organizations than that other F word—the one you thought I meant. The F word I have in mind is “failure.”
By Laurence Prusak The question I most often hear when I speak to people about how to work with knowledge is some variation of “How can we measure the value of knowledge activities or projects?
By Laurence Prusak During the late 1930s, several researchers working on the West Coast noticed something interesting occurring during the manufacturing of aircraft bodies.
By Laurence Prusak If you have traveled in France or Italy recently, you have probably become aware of the “slow food” phenomenon.
By Laurence Prusak During the recent financial crisis, many people asked how such well-educated and highly trained traders, analysts, and brokers could have made such awful decisions.
By Laurence Prusak Not long ago a few of us who work on this magazine were talking about creating some sort of knowledge map of a NASA program—perhaps Kepler or even Apollo.
By Laurence Prusak I almost hesitate to write this column because I devoutly believe that too much is made of “leadership” in business curriculums and in the popular press.
