The LBG™ team members have published in such practitioner–oriented journals as Harvard Business Review and Sloan Management Review and contributed chapters in books for managers. A few selected articles and chapters that have been widely reprinted include:

Articles...

“Develop Deep Knowledge in Your Organization — and Keep It” – by Dorothy Leonard, September 29, 2016

The best leaders understand that the current success of their business and any future innovation both depend upon the "deep smarts" of their employees—the business-critical, experience-based knowledge that employees carry with them. Leaders with a passion for developing employees' skills, and those who understand the need to transfer knowledge among generations of workers, know how important it is to link in-house education to strategic planning.

---

“As boomers retire, knowledge transfer is key” - By Rex Huppke, July 29, 2016

As members of the baby-boom generation continue to selfishly retire, waltzing off to engage in ridiculous activities like "enjoying life" and "relaxing," the rest of us are left with the drudgery of work and, in many cases, a notable lack of institutional knowledge.

---

“Fresh Perspectives Spark Innovation”, Dorothy Leonard, March 23, 2016

The key to innovation is combining old and new perspectives to make something better.

---

“Make Yourself an Expert,” Dorothy Leonard, Gavin Barton, Michelle A. Barton in Harvard Business Review, April, 2013.

Tips and tools for climbing the ladder of expertise.

---

“Deep Smarts™”, Dorothy Leonard and Walter Swap, in Harvard Business Review, September, 2004; Reprint #7731.

This article presents many of the key concepts about experience–based, business–critical expertise that were explained at much greater depth in the book by the same name.

---

“Learning When to Stop Momentum”, Michelle Barton and K. Sutcliffe, in MIT Sloan Management Review, 2010. 51 (3), 69-76.

This article was an Academy of Management Finalist for Outstanding Practitioner–Oriented Publication in Organizational Behavior. The authors describe how to avoid the “dysfunctional momentum” that leads to failure–and even disaster.

---

“The Role of Tacit Knowledge in Group Innovation”, with Sylvia Sensiper, in California Management Review, Vol. 40, No. 3, 112-132, Spring 1998.

This article has been reprinted many times in books because of the insights it provides into the way that the tacit (i.e., unarticulated) knowledge possessed by group members shapes their innovations.

---

“Putting Your Company's Whole Brain to Work”, Dorothy Leonard and Susaan Straus, in Harvard Business Review, Vol. 75, No. 4, 110-122, July/August 1997. Reprint #97407.

Reprinted extensively in books on knowledge management and also innovation.

---

“Core Capabilities and Core Rigidities: A Paradox in Managing New Product Development” Dorothy Leonard in Strategic Management Journal, Vol. 13, Summer Special Issue, 111-125, 1992.

In 2002 this article won an annual award for having the most lasting and significant impact on the field over a ten–year period.

Book Chapters...

“Knowledge and the Management of Creativity and Innovation”, Dorothy Leonard and Michelle Barton, in M. Dodgson, D. Gann and N. Phillips, eds. The Oxford Handbook of Innovation Management. Oxford, UK: Oxford University Press, 2012.