Marshall Goldsmith

DECEMBER 16, 2013

Leaders are debating the changing nature of work and the perceived decline in job security (the lifelong career at a benevolent company is a fading memory) and the erosion of corporate loyalty. They are attracted to the risks and rewards of small start-up companies. The frequent lack of connection between pay and contribution.

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Strategy Driven

NOVEMBER 10, 2010

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. Manager can avoid this by taking some steps now to prepare for the day when key workers leave. Juliano Howard T. Dickens Jr. Ives Sharon Drew Morgen Hank Moore Jamie P.

How To 72

How To Tacit Knowledge Intellectual Capital Newsletter 72

Harvard Business Review

DECEMBER 21, 2016

Despite the fact that executives could improve the value and performance of their companies by shifting capital from under-performing business units to better performing units, most choose to allocate their resources the same way year after year. Consider the dramatic shift in the types of assets that create market value.

Intangible Assets 8

Intangible Assets Business Model GAAP Budgeting 8

Harvard Business Review

NOVEMBER 5, 2014

“Eight out of 10 participants in the Corporate Service Corps program say it significantly increases the likelihood of them completing their career at IBM,” Stanley Litow, VP of Corporate Citizenship & Corporate Affairs, told us. Diane Statkus, an IBM project manager in Boston, echoes Ruiz’s sentiments.

Intellectual Capital 10

Intellectual Capital Library Project Competitive Advantage 10

Harvard Business Review

NOVEMBER 5, 2014

“Eight out of 10 participants in the Corporate Service Corps program say it significantly increases the likelihood of them completing their career at IBM,” Stanley Litow, VP of Corporate Citizenship & Corporate Affairs, told us. Diane Statkus, an IBM project manager in Boston, echoes Ruiz’s sentiments.

Intellectual Capital 10

Intellectual Capital Library Project Competitive Advantage 10

Harvard Business Review

JANUARY 5, 2011

Since at least the 1980s (the era of deregulation, that is, over which Alfred Kahn presided) managers of big companies have been upbraided for their intolerance to risk. Perhaps not surprisingly, managers of mega corporations remain largely unsold on that notion. Certainly, that's a fair accusation.

Entrepreneur 14

Entrepreneur Innovation Intellectual Capital Mission Statement 14

Harvard Business Review

MARCH 24, 2011

What makes the matter fascinating to industry watchers, approximately their equivalent of the Charlie Sheen supernova, is that Gupta served three terms as managing director of McKinsey & Co., In his tenure as McKinsey's worldwide managing director, Gupta displayed macher-like ambition not just for himself but even more so for his firm.

McKinsey 14

McKinsey Consultative Waterman Intellectual Capital 14