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. There is also the issue of politics — including at the board- management-team levels.

Intangible Assets 8

Intangible Assets Business Model GAAP Budgeting 8

Harvard Business Review

AUGUST 3, 2018

The level and trend of a company’s top-line metric is an advance indicator of the success of its business model. Currently, firms’ first report net profits and then back out many of these one-time items to present a non-GAAP (Generally Accepted Accounting Principles) profit number.

Report 8

Report GAAP Company Proposal 8

Harvard Business Review

JUNE 8, 2018

Digital companies, however, consider scientists’ and software workers’ and product development teams’ time to be the company’s most valuable resource. So, investors, and therefore managers, might be adjusting their approach to risk accordingly. Analysts increasingly rely on non-GAAP metrics.

Report 8

Report GAAP Net Present Value CFO 8

Harvard Business Review

AUGUST 10, 2018

We’ve already seen that it’s possible to use external data to evaluate firms on what business models they are employing, and what those business models mean for their valuations. One of its business units, Fieldglass, provides insights and benchmarks to customers on external workforce management.

Benchmarking 8

Benchmarking Software B2B GAAP 8