Harvard Business Review

MARCH 2, 2012

As global companies focus their strategies on developed and emerging markets, they require substantial cadres of leaders capable of operating effectively anywhere in the world. American companies and academic institutions possess unique competitive advantages in developing these global leaders.

Competitive Advantage 12

Competitive Advantage Globalization Development Intellectual Capital 12

Harvard Business Review

MAY 7, 2014

In 1995, 79% of the value created in the process of manufacturing a German automobile was captured by domestic firms and workers; by 2008, German companies and workers captured only 66%. What is left over is the financial value created by the production process, which is split up between wages paid to workers, and returns to capital.

Supply Chain 8

Supply Chain Skills Intellectual Capital Competitive Advantage 8

Harvard Business Review

MAY 17, 2012

Three-quarters of the world's CEOs say more emphasis should be placed on measuring the value of non-financial assets such as intellectual capital and customer relationships. Rackspace went public in 2008 — shortly before the financial markets went belly up.

Customer Loyalty 12

Customer Loyalty Loyalty CEO Intellectual Capital 12

Harvard Business Review

MAY 18, 2011

One good approach would be to find new ways for its partners to leverage HP's intellectual capital in their marketing and selling efforts. It was able to leverage the knowledge it gained in those early markets to develop more capabilities and build a powerful company. It's hard, however, to claim that these were matters of luck.

Software 12

Software Technology Intellectual Capital Marketing 12