Here is a selection of published articles written or co-authored by David DeLong. These articles provide frameworks and solutions to practical challenges facing leaders today. They represent just a sample of the intellectual capital that serves as background for our presentations and consulting engagements.
Where the Jobs Are
This article was written at the height of the recession for BottomLine Personal. It shows that even in the worst of times there are sectors and industries that need to hire. Virtually all of these employers will continue hiring even as the economy improves.
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Five Keys to an Effective Knowledge Retention Strategy
This article for a European-based publication outlines five essential principles that managers must understand to successfully transfer critical knowledge from their aging workforce. Ignore the obtuse title.
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Building Intangible Assets: A Strategic Framework for Investing in Intellectual Capital
This book chapter, written with three colleagues, supplies a useful framework for making decisions around the concepts of intellectual capital, knowledge management, and organizational learning. Understanding how these ideas are related is essential for strategic decision making to improve knowledge transfer.
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Diagnosing Cultural Barriers to Knowledge Management
Organizations today must accelerate development of technical and leadership skills to replace retiring baby boomers. But, in many firms, a lack of knowledge sharing prevents the retention of critical capabilities needed to sustain performance. This article provides four practical frameworks for diagnosing specifically how your organization’s culture is inhibiting knowledge transfer.
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Confronting Conceptual Confusion & Conflict in Knowledge Management
Are you focused on total quality, knowledge management, workforce planning, generational diversity, or mentoring programs? Every new issue and solution becomes a battleground for political infighting and wasted resources unless you understand the natural sources of conflict that come with innovation. “Knowledge management” is the example used here. But this article shows why changing workforce initiatives have trouble getting traction and how to overcome those political barriers.
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