Strategy Driven

NOVEMBER 10, 2010

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. It examines methods for assessing a company’s knowledge gaps, creating a knowledge transfer plan, and nurturing a culture that encourages knowledge sharing and collaboration. Juliano Howard T.

How To 72

How To Tacit Knowledge Intellectual Capital Newsletter 72

Harvard Business Review

JULY 14, 2017

The success of platform companies like Airbnb, Amazon, and Netflix has led to envy bordering on despair for their competitors. Companies are right to be worried. Our research shows that companies with platform- and network-based business models are exponentially better at creating value. So what’s a legacy company to do?

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Strategy Driven

NOVEMBER 17, 2010

StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. It examines methods for assessing a company’s knowledge gaps, creating a knowledge transfer plan, and nurturing a culture that encourages knowledge sharing and collaboration. Juliano Howard T.

How To 62

How To Tacit Knowledge Mentor Intellectual Capital 62

Lead Change Blog

JUNE 30, 2016

The topic of discussion: The Questionable Future of the Company. The company had the right people, doing the right things, all intrinsically motivated to complete projects ahead of schedule. A major flaw for companies, and for individuals in survival situations, is starting from faulty assumptions. This example leads to Q5.

Intellectual Capital 173

Intellectual Capital Definition Motivation Objective 173

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. Companies spend countless hours tracking financials: assets, liabilities, revenue, expenses, and cash flow. Unexpected, to say the least.

Customer Loyalty 13

Customer Loyalty Loyalty CEO Intellectual Capital 13

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. Reactors take a conservative approach to capital allocation and prefer physical assets.

Intangible Assets 8

Intangible Assets Business Model GAAP Budgeting 8

Harvard Business Review

OCTOBER 17, 2011

They are among a company's most fundamental social media assets — or liabilities. Fearful leaders see social media as a threat to productivity, intellectual capital , privacy, management authority, regulatory compliance and a host of other things, and often discourage and even prohibit its use. This rarely bears fruit.

Media 15

Media Intellectual Capital Competitive Advantage Compliance 15

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%. This method of accounting looks at the sale price of a product and subtracts the cost of raw materials and other inputs.

Supply Chain 8

Supply Chain Skills Intellectual Capital Competitive Advantage 8

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 13

Competitive Advantage Globalization Development Intellectual Capital 13

First Friday Book Synopsis

MARCH 28, 2011

Here is an excerpt from article written by Thomas A. Stewart for BNET (March 22, 2011), The CBS Interactive Business Network. To check out an abundance of valuable resources and obtain a free subscription to one or more of the BNET newsletters, please click here. To read the complete article, please click here. * * [.].

Newsletter 80

Newsletter Article Resources Intellectual Capital 80

Harvard Business Review

NOVEMBER 5, 2014

Recognizing that corporate responsibility can offer a company a competitive advantage today, we became interested in IBM as a pioneer in establishing a skills-based volunteerism initiative that also influences its talent and professional development strategies.

Intellectual Capital 10

Intellectual Capital Library Project Competitive Advantage 10

Harvard Business Review

NOVEMBER 5, 2014

Recognizing that corporate responsibility can offer a company a competitive advantage today, we became interested in IBM as a pioneer in establishing a skills-based volunteerism initiative that also influences its talent and professional development strategies.

Intellectual Capital 10

Intellectual Capital Library Project Competitive Advantage 10

First Friday Book Synopsis

APRIL 6, 2011

Here is an article written by Thomas A. Stewart for BNET, The CBS Interactive Business Network. To check out an abundance of valuable resources and obtain a free subscription to one or more of the BNET newsletters, please click here. * * * You saw it last night: UConn’s Kemba Walker is the best college [.].

Newsletter 85

Newsletter Team Resources Article 85

Harvard Business Review

FEBRUARY 20, 2014

With companies like SpaceX, Orbital Sciences, United Launch Alliance, and others, there are few signs America’s creativity is on the wane. What China makes is generally low-priced, with razor-thin profit margins, is available from almost any emerging market supplier, and contains little distinctive or proprietary intellectual capital.

Intellectual Capital 8

Intellectual Capital Magazine Pharmaceuticals Creativity 8

Harvard Business Review

OCTOBER 22, 2014

But as a privileged practitioner, who has helped companies around the world make sound hiring and promotion decisions for the past three decades, I thought I would offer my perspective to the debate. ” And the comments fly. I have huge respect for both men, and I’m not an academic.

Emotional Intelligence 9

Emotional Intelligence Goleman Intellectual Capital Human Resources 9

Harvard Business Review

SEPTEMBER 16, 2016

Data is no longer the domain of tech companies or IT departments — it is fast becoming a centerpiece of corporate value creation more generally. Even more so because firms are confronted by growing volumes of data, and the stakes implied in misinterpreting the value of that data have risen to new heights.

Intangible Assets 8

Intangible Assets Intellectual Capital Corporate Accountability Activity Based Costing 8

Harvard Business Review

OCTOBER 4, 2011

I remember attending a Hewlett-Packard meeting for industry analysts in the early 1990s and hearing HP proudly declare that it was becoming a software company. Such seismic moves would be unsettling in any company, but the real problem is that HP is not trusted to execute on its new strategy well.

Software 13

Software Intellectual Capital Maturity Customer Loyalty 13

Harvard Business Review

JUNE 22, 2016

Manufacturers invest most of their capital into physical assets, while high-tech firms invest in R&D to create new intellectual capital. Digital transformation requires that companies reallocate their asset portfolio to support new, digitally enabled business models.

Intangible Assets 8

Intangible Assets Business Model How To Intellectual Capital 8

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. While select companies have seen the light, as a group the Fortune 500 remains too risk averse to satisfy the economy's need for innovation.

Entrepreneur 14

Entrepreneur Innovation Intellectual Capital Mission Statement 14

Harvard Business Review

MARCH 24, 2011

McKinsey responded that it was actually investing more on intellectual capital, but on the industry-specific variety of more use to consultants and clients.) Among McKinsey's biggest clients in the 1990s were pharmaceuticals and financial-services companies. Some insiders complained the Firm was yarding back on Grand Ideas.

McKinsey 14

McKinsey Consultative Waterman Intellectual Capital 14

Harvard Business Review

NOVEMBER 4, 2014

When a company misses the future, the fault invariably lies with a small cadre of seasoned executives who failed to write off their depreciating intellectual capital. When the responsibility for setting strategy and direction is concentrated at the top of an organization, a few senior leaders become the gatekeepers of change.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

NOVEMBER 4, 2014

When a company misses the future, the fault invariably lies with a small cadre of seasoned executives who failed to write off their depreciating intellectual capital. When the responsibility for setting strategy and direction is concentrated at the top of an organization, a few senior leaders become the gatekeepers of change.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

SEPTEMBER 13, 2017

These ranges were wide due to the relative size of the different players in the supply chain (for example, a company that has higher revenues will realize greater benefits than a smaller firm). For slaughterhouses and retailers (Brazilian operations), we also projected positive benefits: $20 million to $120 million (0.01% to 0.1%

Supply Chain 8

Supply Chain Net Present Value Retail Cost of Capital 8

Harvard Business Review

JULY 20, 2012

Most organizations, however, still view social media as a threat to productivity, intellectual capital, security, privacy, management authority, or regulatory compliance. To this end, Herkert uses social media both to communicate with the company and also to respond to questions and comments directly and quickly.

Media 15

Media Organization Intellectual Capital CIO 15

Harvard Business Review

MAY 18, 2011

While HP was once the technology leader that could do no wrong, market watchers are now concerned that the company does not have a clear strategy to overcome its problems. Software, on the other hand, is only 17% of the company's revenue. He blamed the Japan earthquake, the anemic PC market, and a troubled services organization.

Software 12

Software Technology Intellectual Capital Marketing 12