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• Case | HBS Case Collection | September 2016 (Revised July 2017)

  Transferring Knowledge Between Projects at NASA JPL (A)

  Dorothy Leonard and Christopher Myers

  The Jet Propulsion Laboratory, a federally funded research institution within NASA, the U.S. National Aeronautics and Space Administration, has played a large role in many space and planetary explorations, particularly to the planet Mars. As a project-based organization, JPL has many opportunities to learn between successive missions, but there are many cultural, structural and incentive-based challenges to the development and exchange of experience-based knowledge. The main case decision point focuses on one such challenge in particular: how to instill in junior engineers the practice-based experience of the seniors. Jennifer Trosper, project manager for the Mars 2020 mission, is trying to decide whether or not to seek funding for a hands-on training program building miniature, educational versions of a Mars surface vehicle. However, the cases address a number of other managerial decisions, such as determining the balance between innovation and replication of prior solutions, given that Trosper has been charged with re-using engineering designs from prior projects, but for an expanded mission. The cases also explore generic knowledge-transfer issues faced by JPL's Chief Knowledge Officer, David Oberhettinger, such as the role of documentation, uses of formal "lessons learned," and how best to use the scarce time of the most valuable JPL engineers.

  Keywords: Knowledge Sharing; Knowledge Management; Employees; Experience and Expertise; Aerospace Industry; United States;

  Citation:

  Leonard, Dorothy, and Christopher Myers. "Transferring Knowledge Between Projects at NASA JPL (A)." Harvard Business School Case 917-404, September 2016. (Revised July 2017.)  View Details

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• Teaching Note | HBS Case Collection | September 2016 (Revised July 2017)

  Transferring Knowledge Between Projects at NASA JPL (A) and (B)

  Dorothy Leonard and Christopher Myers

  Teaching Note for HBS Nos. 917-404 and 917-405.

  Citation:

  Leonard, Dorothy, and Christopher Myers. "Transferring Knowledge Between Projects at NASA JPL (A) and (B)." Harvard Business School Teaching Note 917-406, September 2016. (Revised July 2017.)  View Details

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• Case | HBS Case Collection | October 2010 (Revised May 2017)

  Building a Developmental Culture: The Birth of Deloitte University

  Boris Groysberg, Maureen Gibbons and Joshua Bronstein

  It is October 2009 and Barry Salzberg, CEO of Deloitte LLP, has just returned from the groundbreaking of Deloitte University. When completed, Deloitte University would be a world class learning and development center owned by, and for the exclusive use by the employees of, Deloitte. Deloitte spent a significant amount of time and money on the training and development of its employees. Historically, this training had taken place at hotels and conference centers, not affiliated with Deloitte. The idea for the construction of a special-purpose, Deloitte-owned learning facility had been championed by Salzberg. He believed Deloitte University would allow the firm to "instill our values in our people through learning and development" which he thought was critical to Deloitte's long-term success. Salzberg had won over the necessary majority of the partners, but not all of them supported the University concept. As he thought about the future of this new facility, how could he ensure it would be successful?

  Keywords: Leading Change; Problems and Challenges; Organizational Change and Adaptation; Management Teams; Competency and Skills; Training; Employees; Values and Beliefs; Education Industry; Consulting Industry; United States;

  Citation:

  Groysberg, Boris, Maureen Gibbons, and Joshua Bronstein. "Building a Developmental Culture: The Birth of Deloitte University." Harvard Business School Case 411-059, October 2010. (Revised May 2017.)  View Details

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