Implied knowledge. Intuition

Philippe Bomar illustrates the phenomenon of excessive trust of managers in an ambiguity of obvious plans, interpretations and explicit, explicated and codified knowledge. On the example of the four largest companies in their branches, he explored the situations when they had to face the crisis to face. And he discovered how important it is to be able to manage or at least reduce uncertainty in the crisis situation. The traditional, rational decision-making model ignores the implied and intuitive processes that are often key to a successful business result. This book "tracks the ambiguity" and immerses under the surface of organizations to understand the structural basis of the knowledge of the leaders. The book challenges and becomes an invaluable resource for researching the company"s internal strategy. The book will find its readers, first of all, among the leaders of organizations, managers, specialists in personnel, marketers, advertisers, and among all those who seek to turn the knowledge of the organization into a unique and demanded product