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

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. Diane Statkus, an IBM project manager in Boston, echoes Ruiz’s sentiments.

Intellectual Capital 12

Intellectual Capital Library Project Competitive Advantage 12

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. Diane Statkus, an IBM project manager in Boston, echoes Ruiz’s sentiments.

Intellectual Capital 12

Intellectual Capital Library Project Competitive Advantage 12

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. People are hired for IQ and experience and fired for failing to manage themselves and others well. ” And the comments fly.

Emotional Intelligence 10

Emotional Intelligence Goleman Intellectual Capital Human Resources 10

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

OCTOBER 17, 2011

Its value stems from how business leaders, from senior executives to managers, use it to foster new collaborative behaviors that materially improve business performance. They are among a company's most fundamental social media assets — or liabilities. This rarely bears fruit.

Media 15

Media Intellectual Capital Competitive Advantage Compliance 15

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. Meaningfully defining EvD will help ensure that corporate accounting and risk management standards take into account present day realities.

Intangible Assets 8

Intangible Assets Intellectual Capital Corporate Accountability Activity Based Costing 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

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 9

Intangible Assets Business Model How To Intellectual Capital 9

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. Software had turned into a stronger driver of revenue in the computer industry than hardware, and HP management had realized that it had to make the shift to sustain its growth.

Software 13

Software Intellectual Capital Maturity Customer Loyalty 13

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

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

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Power trickles down.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Power trickles down.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

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). These and other benefits translate into better cost management, agricultural innovation, and increased land productivity and quality.

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 16

Media Organization Intellectual Capital CIO 16

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