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. How much is changing? These leaders often “grew up” in digital industries.

Intangible Assets 8

Intangible Assets Business Model GAAP Budgeting 8

Harvard Business Review

JUNE 8, 2018

Since then, we interviewed several chief financial officers (CFOs) of leading technology companies and senior analysts of investment banks who follow technology companies. and (ii) how can digital firms improve their financial reports to communicate sources of value creation in their businesses?

Report 8

Report GAAP Net Present Value CFO 8

Harvard Business Review

AUGUST 3, 2018

In a follow up HBR article , we interviewed several chief financial officers (CFOs) of leading technology companies and senior analysts of investment banks and distilled seven key insights from those discussions. The level and trend of a company’s top-line metric is an advance indicator of the success of its business model.

Report 8

Report GAAP Company Proposal 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. It is even possible to hold up the data mirror to individual technology users.

Benchmarking 8

Benchmarking Software B2B GAAP 8

Harvard Business Review

JULY 28, 2016

New workers embarking on their careers are finding that their education is incomplete in many areas essential to our technology-driven lives today. While all of these are contributing factors, the major factor, in our view, is the deflationary effect of technology, which our measurement systems fail to account for.

GDP 8

GDP Wilde Intangible Assets GAAP 8