Leading Blog

JANUARY 27, 2012

Sonnenberg believes that leaders who have a jaded view of intangible assets will never make the commitment required to reap their full potential. Sonnenberg discusses at length, nine critical success factors that need to be built into the organization: Passion that develops commitment to the organization’s mission, values, and goals.

Management 284

Management Intangible Assets Critical Success Factor Compliance 284

Strategy Driven

JULY 28, 2019

You can see this play out in your daily operations and ultimately in the P&L. 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. efficiency).

Agility 62

Agility P&L Intangible Assets Team 62

Harvard Business Review

JUNE 22, 2016

Begin with the easy things that you have always tracked — and physical assets such as plant, property, and equipment. The goal is to identify a way that your and your network can create value together, using both your assets and theirs.

Intangible Assets 10

Intangible Assets Business Model How To Intellectual Capital 10

Harvard Business Review

JULY 29, 2014

This transformation took time to play out and involved both displacements of incumbents operating in outdated modes and the emergence of new “feeder” roles for those aspiring to the C-suite. In the early 1980’s, sixty percent of corporate value creation emanated from the optimization of tangible assets.

CFO 11

CFO Charan Intangible Assets Human Resources 11

Harvard Business Review

SEPTEMBER 19, 2018

As banks rush to digitize their operations , many have found that closing their local branches can help maintain a high return on an otherwise pricy transformation. These meetings allowed for the exchange of important information about the business model, intangible assets, future prospects, and more. reduction in a single year.

Banking 8

Banking Entrepreneur Finance Intangible Assets 8

Harvard Business Review

SEPTEMBER 25, 2014

Consider the example of a manufacturer of production equipment that collects sensor-based telemetry about its machines’ operations, the status of their parts, their performance, their resource consumption, and other data. Financially, organizations require new models to account for information assets beyond treating them as intangibles.

Company 8

Company Intangible Assets Information Self-aware 8

Harvard Business Review

SEPTEMBER 25, 2014

Consider the example of a manufacturer of production equipment that collects sensor-based telemetry about its machines’ operations, the status of their parts, their performance, their resource consumption, and other data. Financially, organizations require new models to account for information assets beyond treating them as intangibles.

Company 8

Company Intangible Assets Self-aware Diversity 8