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. Outdated beliefs about the world can linger for decades in a leadership team.

Intangible Assets 8

Intangible Assets Business Model GAAP Budgeting 8

Harvard Business Review

JUNE 22, 2016

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.

Intangible Assets 10

Intangible Assets Business Model How To Intellectual Capital 10

Harvard Business Review

FEBRUARY 26, 2018

Earnings also seem to matter less for CEO pay: companies are reducing profits-based cash bonuses and shifting toward stock-based CEO compensation, partly to keep opportunistic managers from cutting back on valuable investments as a way to report higher profits. Facebook’s gross margin of 76% on its 2017 revenues of $46.5

Company 8

Company Intangible Assets Depreciation IPO 8

Harvard Business Review

JULY 3, 2015

But these co-creation models produce only one-off physical goods, and none represents a fundamental shift in how these companies create value; they’re peripheral to the core business. homes and cars) and intangible (e.g. Example: Carol owns a small business and needs a customer relationship management (CRM) platform.

CRM 8

CRM Brand Business Model Intangible Assets 8

Harvard Business Review

AUGUST 27, 2018

All three factors have become more common over time, which we argue stems from firms’ increasing reliance on intangible and knowledge inputs in their business models. Digital firms are as valuable for their intangible capital as were the 20 th century firms for their land, building, and factories.

IPO 11

IPO Company First-mover Advantage Intangible Assets 11

Harvard Business Review

SEPTEMBER 25, 2014

But while such information exchanges have become technically feasible, they are not yet financially beneficial to the information provider and difficult for the customer to value and incorporate into their management systems. The practice of management itself must evolve for this capability to emerge.

Company 8

Company Intangible Assets Information Self-aware 8

Harvard Business Review

SEPTEMBER 25, 2014

But while such information exchanges have become technically feasible, they are not yet financially beneficial to the information provider and difficult for the customer to value and incorporate into their management systems. The practice of management itself must evolve for this capability to emerge.

Company 8

Company Intangible Assets Self-aware Diversity 8