Development Intangible Assets Marketing Productivity 
Harvard Business Review
JUNE 16, 2011
Interestingly, intangible assets are all the rage these days on Wall Street. Interestingly, intangible assets are all the rage these days on Wall Street. Most intangible assets are real but invisible, and the most important invisible ability is the ability (or, perhaps better said, the probability) to collaborate.
Harvard Business Review
SEPTEMBER 23, 2015
Though the story is still developing, there are a few big, interconnected lessons to be drawn from what we know so far. In a strange way, VW’s chicanery only reinforces how important it is for products today to be environmentally safe. In 1975 intangible assets were just 17% of the market value of the S&P 500.
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Harvard Business Review
FEBRUARY 26, 2018
In the 2016 book The End of Accounting , NYU Stern Professor Baruch Lev claimed that over the last 100 years or so, financial reports have become less useful in capital market decisions. However, digital companies often have assets that are intangible in nature, and many have ecosystems that extend beyond the company’s boundaries.
Harvard Business Review
SEPTEMBER 4, 2012
With interest rates at historic lows, market volatility, political uncertainty, the European crisis, severe commodity price fluctuations, and other unpredictable market conditions, corporate brands and executives have been understandably inclined to sit on the sidelines. But history shows that cash cannot sit idle indefinitely.
Harvard Business Review
JULY 18, 2017
Too many companies prioritize quarterly earnings over long-term innovation, human capital investment, and brand development, and many people believe short-term shareholders are to blame. Gathering information on a firm’s intangible assets is costly, and so not worth doing if you own only a tiny bit of stock in a company.
Harvard Business Review
OCTOBER 25, 2018
We focus on economic profit rather than revenue size, market share, or productivity growth because these other metrics risk including firms that are simply large and may not create economic value. Often when superstar cities fall, they tend to be advanced economy cities, replaced by a developing economy city.
Harvard Business Review
JULY 29, 2014
Break up a strategic function in response to underperformance in the wake of severe market disruptions? Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? Lynanne Kunkle, VP-Global Talent Development and HR-Asia for Whirlpool, is a case in point.
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