27 Making Sense of Blockchain: How Firms Can Chart a Strategic Path Forward ^Top processes that integrate learning into day-to-day activities can help the tech- nology progress faster. Such processes can minimize the incidence of failures and also diminish internal resistance to new technology adoption.45 Note that the three factors mentioned above — active participation in ecosystem development, knowledge integration, and quick knowledge transfer across the organization — hinge upon the sustained development and engagement of human capital. A firm’s innovation success depends on managerial capabilities to connect the dots appropriately, especially when it comes to integrating lessons from pilot blockchain projects into the firm.46 Like GE and Ford, which partnered with technology firms to access talent, incumbents can close talent gaps through partnerships.47 Partnerships with educational institutions and consulting firms can further supplement skill development programs. Addressing the blockchain talent crunch is possible, but will require firms to reassess skills, reorganize resources, and invest in training and development, all of which will challenge incumbents to shake off their inertia.  45 Marco Iansiti and Alan MacCormack, “Developing Products on Internet Time,” Harvard Business Review, September-October 1997, https://hbr.org/1997/09/developing-products-on-internet-time. 46 Rebecca M. Henderson and Kim B. Clark, “Architectural Innovation: The Reconfiguration of Exist- ing Product Technologies and the Failure of Established Firms,” Administrative Science Quarterly 35, no. 1 (March 1990): 9-30, doi:10.2307/2393549. 47 Michael Mankins, “How Leading Companies Build the Workforces They Need to Stay Ahead,” Har- vard Business Review, September 07, 2017, https://hbr.org/2017/09/how-leading-companies-build-the- workforces-they-need-to-stay-ahead.