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Articles  by Anoova's Strategy and Leadership Practice, originally published in Wide Angle, our monthly guest column in Businessworld, India's largest-selling business magazine. Read the articles  

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The program addresses critical management issues, including:

· What did first-generation knowledge projects look like—and why were many abandoned?

· How did projects migrate into programs—and what caused some programs to fall short as well?

· What is the prevailing knowledge perspective—and how does it impact business strategy and competitiveness?

· Why have online company repositories proven to be inadequate sources of knowledge?

· How can organizations identify key workers and groups for whom knowledge is most critical?

· How can knowledge be embedded into the jobs of workers in both system-oriented and human-oriented ways?

· What organizational efficiencies do knowledge-empowered workers deliver?

· How can organizations incorporate knowledge into their products and services?

· How can firms construct entire portfolios of knowledge-based offerings?

· How does senior management staff a spectrum of projects ranging from core activities to diverse innovations?

· How can organizations package internal knowledge to make it valuable to outsiders?

· Social norms: What microlevers of behavior best allow knowledge to be developed and transferred?

· Trust: How does trust develop among people? What role does trust play in creating cultures that enable knowledge?

· Networks and communities: Why are tightly connected networks a place to look for knowledge in organizations? How can organizations diagnose whether networks are strong, vibrant, enduring, and functioning effectively? What cultural and behavioral bottlenecks often exist—and what technologies can facilitate the sharing of knowledge within networks?

· How can knowledge be managed efficiently and competitively across the barriers of time, distance, language, and culture?

· What must organizations do to become more sensitive and responsive to national differences?

· How do multinational corporations develop the learning competency to invent and diffuse ideas, leverage technology and experience, recruit capable people, build competencies, and link marketing and distribution capabilities around the world?

· What is management's role in exploiting knowledge, expertise, resources, and markets for competitive advantage on a global scale?

· What is necessary for synergy to occur when organizations enter into alliances such as mergers, acquisitions, or joint ventures? 

· What mechanisms—structurally, cognitively, and strategically— must be in place to ensure that learning takes place?

· What is the role of management in transferring knowledge based in cultures, systems, and contracts?

· How does that knowledge become an integral part of new, larger partnerships?

· Why do companies need to think strategically about the tacit dimension of knowledge?

· How can managers analyze the loss of knowledge that occurs when people leave for retirement, restructuring, layoff, and other reasons—then figure out what to do about it?

· What strategy is necessary to capture and retain vital knowledge while letting useless, outdated knowledge walk out the door?

· How can organizations encourage managers to turn knowledge into action?

· What methods are useful in overcoming the "it's always been done that way" mentality?

· What can organizations do to foster creative thinking and behavior?

· How can organizations benchmark performance?

· What types of reward systems benefit the entire entity and discourage individual power plays? 

To know more about how you can achieve breakthrough results through our insight-packed and engaging customized workshops please send your queries and requests to: ExecWksp@AnoovaConsulting.Biz.