Marshall Goldsmith

DECEMBER 16, 2013

Leaders are debating the changing nature of work and the perceived decline in job security (the lifelong career at a benevolent company is a fading memory) and the erosion of corporate loyalty. The “intellectual capital” brought in by high-knowledge employees will be a major, if not the primary, competitive advantage.

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Harvard Business Review

DECEMBER 21, 2016

According to Ocean Tomo, a consulting firm focused on intellectual capital, physical assets (plant, property, and equipment) made up more than 80% of the market value of the S&P 500 in 1975. Remarkably, capital allocation is not something that leaders are taught on the job or in business school despite its importance.

Intangible Assets 8

Intangible Assets Business Model GAAP Budgeting 8

Harvard Business Review

NOVEMBER 5, 2014

“Eight out of 10 participants in the Corporate Service Corps program say it significantly increases the likelihood of them completing their career at IBM,” Stanley Litow, VP of Corporate Citizenship & Corporate Affairs, told us. One of the organizations that has benefited from IBM’s program is the Girls Scouts of Eastern Oklahoma (GSEOK).

Intellectual Capital 13

Intellectual Capital Library Project Competitive Advantage 13

Harvard Business Review

NOVEMBER 5, 2014

“Eight out of 10 participants in the Corporate Service Corps program say it significantly increases the likelihood of them completing their career at IBM,” Stanley Litow, VP of Corporate Citizenship & Corporate Affairs, told us. One of the organizations that has benefited from IBM’s program is the Girls Scouts of Eastern Oklahoma (GSEOK).

Intellectual Capital 13

Intellectual Capital Library Project Competitive Advantage 13

Harvard Business Review

MARCH 24, 2011

McKinsey responded that it was actually investing more on intellectual capital, but on the industry-specific variety of more use to consultants and clients.) Starting managerial salaries were a lot lower than consultants' — they still are — and even client CEOs didn't make all that much. The desire to be an insider.

McKinsey 14

McKinsey Consultative Waterman Intellectual Capital 14