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. Employees are wondering, “If the company is willing to dump me at its convenience, why shouldn’t I dump the company at my convenience?”

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

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

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. This can be achieved not only by placing a dollar value on specific transactions, operations and divisions of a firm, but by imagining how that value may grow over time.

Intangible Assets 8

Intangible Assets Intellectual Capital Corporate Accountability Activity Based Costing 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. This was the headline finding of a recent study (PDF) by the American Institute of CPAs and the Chartered Institute of Management Accountants.

Customer Loyalty 13

Customer Loyalty Loyalty CEO Intellectual Capital 13

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 8

Intangible Assets Business Model How To Intellectual Capital 8