Harvard Business Review

JULY 14, 2017

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. Just ask the executives at Uber, Twitter, Fitbit, and Snapchat.) Intellectual capital. So what’s a legacy company to do?

Intellectual Capital 8

Intellectual Capital Strategy Supply Chain Business Model 8

Harvard Business Review

OCTOBER 22, 2014

Working as an executive search consultant at Egon Zehnder, I’ve personally led more than 500 senior appointments and been involved in many more, interviewing more than 20,000 candidates. People are hired for IQ and experience and fired for failing to manage themselves and others well.

Emotional Intelligence 10

Emotional Intelligence Goleman Intellectual Capital Human Resources 10

Harvard Business Review

OCTOBER 17, 2011

Its value stems from how business leaders, from senior executives to managers, use it to foster new collaborative behaviors that materially improve business performance. Social media is about people, not technology. Its business value does not come from social software or a snazzy website, even one with 800 million users.

Media 15

Media Intellectual Capital Competitive Advantage Compliance 15

Harvard Business Review

MARCH 2, 2012

HBS welcomes 6,360 foreign nationals (64% of the total) to its executive education courses each year, enriching the experiences for Americans as well. As a consequence, these foreign-born executives become more interested in doing business with American companies and many will eventually work in the U.S.

Competitive Advantage 12

Competitive Advantage Globalization Development Intellectual Capital 12

Harvard Business Review

MAY 17, 2012

Three-quarters of the world's CEOs say more emphasis should be placed on measuring the value of non-financial assets such as intellectual capital and customer relationships. The company's executive committee has embedded its scores in its Key Business Indicator reports.

Customer Loyalty 13

Customer Loyalty Loyalty CEO Intellectual Capital 13

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. How much is changing? It is easy to understand why this is the case.

Intangible Assets 8

Intangible Assets Business Model GAAP Budgeting 8

Harvard Business Review

NOVEMBER 5, 2014

Several executives at the company offered to talk with us to figure out why the program has been so successful—not just as a philanthropic gesture, but as a talent development system.

Intellectual Capital 13

Intellectual Capital Library Project Competitive Advantage 13

Harvard Business Review

NOVEMBER 5, 2014

Several executives at the company offered to talk with us to figure out why the program has been so successful—not just as a philanthropic gesture, but as a talent development system.

Intellectual Capital 13

Intellectual Capital Library Project Competitive Advantage 13

Harvard Business Review

NOVEMBER 4, 2014

Ask just about any anyone to draw a picture of their organization — be it a Catholic priest, a Google software engineer, a nurse in Britain’s National Health Service, a guard in Shanghai’s Hongkou Detention Center, or an account executive at Barclays Bank — and you’ll get the familiar rendering of lines-and-boxes.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

NOVEMBER 4, 2014

Ask just about any anyone to draw a picture of their organization — be it a Catholic priest, a Google software engineer, a nurse in Britain’s National Health Service, a guard in Shanghai’s Hongkou Detention Center, or an account executive at Barclays Bank — and you’ll get the familiar rendering of lines-and-boxes.

Bureaucracy 9

Bureaucracy Short-term Long-term Intellectual Capital 9

Harvard Business Review

OCTOBER 4, 2011

Such seismic moves would be unsettling in any company, but the real problem is that HP is not trusted to execute on its new strategy well. 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.

Software 13

Software Intellectual Capital Maturity Customer Loyalty 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.) They paid their executives accordingly, as did the banks, brokerage houses, hedge funds, and private-equity outfits whose share of U.S

McKinsey 14

McKinsey Consultative Waterman Intellectual Capital 14

Harvard Business Review

SEPTEMBER 13, 2017

We thus wanted to figure out a way to help executives quantify the financial benefits of reducing their firm’s greenhouse gas (GHG) emissions. Humanity has an urgent need to fight climate change, and businesses can play a key role in doing so.

Supply Chain 8

Supply Chain Net Present Value Retail Cost of Capital 8

Harvard Business Review

JULY 20, 2012

Most organizations, however, still view social media as a threat to productivity, intellectual capital, security, privacy, management authority, or regulatory compliance. The large grocery retailer SUPERVALU provides a good example of how to overcome fear in an organization by demonstrating executive support.

Media 17

Media Organization Intellectual Capital CIO 17

Harvard Business Review

MAY 18, 2011

Assuming smart execution, creation of a subsidiary would allow a strong management team to own its success in the consumer market and build a strong competitor to take on Apple. One good approach would be to find new ways for its partners to leverage HP's intellectual capital in their marketing and selling efforts.

Software 12

Software Technology Intellectual Capital Marketing 12