Harvard Business Review

DECEMBER 21, 2016

More troubling, our own research shows that even when business leaders are proactive resource allocators, they are still hesitant to invest in new business models. As technology continues to change and challenge even the most successful incumbent organizations in every industry, the cost of inertia is growing.

Intangible Assets 8

Intangible Assets Business Model GAAP Budgeting 8

Harvard Business Review

JULY 14, 2017

Our research shows that companies with platform- and network-based business models are exponentially better at creating value. Building a successful platform business is hard enough when you have an original idea, ample capital, no core business to cannibalize, and a team of top talent. Intellectual capital.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Harvard Business Review

JUNE 22, 2016

An organization is essentially the sum total of its physical, financial, human, intellectual, and relationship capital. Different industries and different business models have always maintained different percentages of these asset types. The first step is to pinpoint your starting place.

Intangible Assets 10

Intangible Assets Business Model How To Intellectual Capital 10

Harvard Business Review

SEPTEMBER 16, 2016

For example, at the end of its 2015 fiscal year, Apple’s balance sheet stated tangible assets of $290 billion as a contribution to its annual revenues, with approximately $141 billion worth of intangible assets — a combination of intellectual capital, brand equity, and (investor and consumer) goodwill.

Intangible Assets 8

Intangible Assets Intellectual Capital Corporate Accountability Activity Based Costing 8

Harvard Business Review

MAY 29, 2013

If we can''t see the business model, we''re not interested. And, if we have the intellectual capital, maybe get a pied-à-terre. The corporation puts a particular boundary between now and the future. And it guards this border ferociously. New ideas are scrutinized with tough mindedness and high indignation.

Intellectual Capital 8

Intellectual Capital Innovation Business Model Strategy 8

Harvard Business Review

JANUARY 5, 2011

The sector has entities, too, to improve the flow of intellectual capital. And consider: can you imagine being in a large company hallway and hearing one manager ask another, "What's your business model?" Ninety per cent of the time, they're in the now more glamorous failure sector.

Entrepreneur 14

Entrepreneur Innovation Intellectual Capital Mission Statement 14

Harvard Business Review

OCTOBER 4, 2011

It governs an organization's cultivation of its intellectual capital—how it leverages what it already knows how to do, and how it evolves its offering based on changing market demands. In a company setting, that would be the economics of its business model.

Software 13

Software Intellectual Capital Maturity Customer Loyalty 13