Leading Blog

JANUARY 27, 2012

Frank Sonnenberg makes the case in Managing with a Conscience , that the only sustainable way to succeed is the right way—not cutting corners—emphasizing the intangibles like trust, creativity, focus, speed, flexibility, relationships, loyalty, and employee commitment. Management should announce an open-door policy.

Management 284

Management Intangible Assets Critical Success Factor Compliance 284

Strategy Driven

JULY 28, 2019

However, there is an intangible asset that is very difficult to quantify — but without it you cannot ultimately succeed. This asset is, of course, alignment. Harris is Associate Vice-President and Country Manager for Allergan PLC in Brazil. efficiency). About the Author.

Agility 62

Agility P&L Intangible Assets Team 62

Harvard Business Review

NOVEMBER 29, 2010

Say that in a roomful of managers, and you get nervous laughter. An idea, behavior, or product is creative if it is both novel and appropriate to some goal. They were appropriate to the artist's goal of creating "a contemplative space that encourages participants to linger and experience an all-encompassing art environment.".

Creative Accounting 15

Creative Accounting Creativity GAAP Balanced Scorecard 15

Harvard Business Review

JUNE 22, 2016

That includes identifying your current mix of assets and the business model that your asset portfolio creates. For example, do you make and sell things, hire skilled employees and provide services, develop and new IP like software or pharmaceuticals, or build and manage digital networks, be they transactional, informational, or social?

Intangible Assets 10

Intangible Assets Business Model How To Intellectual Capital 10

Harvard Business Review

JULY 29, 2014

In the July/August issue of HBR , Ram Charan argues that the Chief Human Resources Officer (CHRO) role should be eliminated, with HR responsibilities funneled in two separate directions — administration , led by traditional HR-types, reporting to the CFO; and talent strategy , led by high-potential line managers, reporting to the corner office.

CFO 11

CFO Charan Intangible Assets Human Resources 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 Self-aware Diversity 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 Information Self-aware 8