Remove Business Model Remove Development Remove Intellectual Capital Remove Marketing
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Why Leaders Are Still So Hesitant to Invest in New Business Models

Harvard Business Review

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. Consider the dramatic shift in the types of assets that create market value. How much is changing? It is easy to understand why this is the case.

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You Don’t Need to Be a Silicon Valley Startup to Have a Network-Based Strategy

Harvard Business Review

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.

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How to Navigate a Digital Transformation

Harvard Business Review

Different industries and different business models have always maintained different percentages of these asset types. Manufacturers invest most of their capital into physical assets, while high-tech firms invest in R&D to create new intellectual capital. The first step is to pinpoint your starting place.

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Can HP Change its DNA?

Harvard Business Review

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. This is what I've observed at HP.

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All Hail the Failure Sector

Harvard Business Review

If you think about how new products and services are hatched and brought to market today, it isn't usually the doing of just one entity — least of all the corporate R&D labs that once served as our engines of tomorrow. The sector has entities, too, to improve the flow of intellectual capital. First, why is it a sector?