Harvard Business Review

DECEMBER 21, 2016

More troubling, our own research shows that even when business leaders are proactive resource allocators, they are still hesitant to invest in new business models. As technology continues to change and challenge even the most successful incumbent organizations in every industry, the cost of inertia is growing.

Intangible Assets 8

Intangible Assets Business Model GAAP Budgeting 8

Harvard Business Review

JUNE 22, 2016

An organization is essentially the sum total of its physical, financial, human, intellectual, and relationship capital. Different industries and different business models have always maintained different percentages of these asset types. The first step is to pinpoint your starting place.

Intangible Assets 9

Intangible Assets Business Model How To Intellectual Capital 9

Harvard Business Review

JULY 14, 2017

Our research shows that companies with platform- and network-based business models are exponentially better at creating value. Building a successful platform business is hard enough when you have an original idea, ample capital, no core business to cannibalize, and a team of top talent. Intellectual capital.

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Harvard Business Review

JANUARY 5, 2011

The sector has entities, too, to improve the flow of intellectual capital. Open source software enables entrepreneurs to stand up businesses capabilities quickly and cheaply; Sourceforge , for example, is a platform allowing 2.7 million developers to contribute to 260,000 projects. We could go on, but we don't need to.

Entrepreneur 14

Entrepreneur Innovation Intellectual Capital Mission Statement 14

Harvard Business Review

OCTOBER 4, 2011

It governs an organization's cultivation of its intellectual capital—how it leverages what it already knows how to do, and how it evolves its offering based on changing market demands. In a company setting, that would be the economics of its business model.

Software 13

Software Intellectual Capital Maturity Customer Loyalty 13