Marshall Goldsmith

DECEMBER 16, 2013

The new work contract – where employees take responsibility for their own careers and corporations provide them with career-enhancing but impermanent opportunities – can be as difficult for organizations to manage as it is for individuals. We must manage our human assets with the same rigor we devote to our financial assets.

Bureaucracy 151

Bureaucracy Intellectual Capital Kotter Telecommunications 151

Harvard Business Review

SEPTEMBER 13, 2017

Our research has found that embedded sustainability drives financial performance through mediating factors such as innovation, operational efficiency, risk reduction, employee recruitment, engagement and retention, customer and supplier loyalty, competitive advantage, reduced cost of capital, and improved marketing and sales.

Supply Chain 8

Supply Chain Net Present Value Retail Cost of Capital 8

Lead Change Blog

JUNE 30, 2016

The “problem” with brilliant innovators, same as Fighter Pilots, is that when they are not given a clear vector on which to act, do not have a shared mental model of what the future and success should look like, they will develop their own path. Agreement is needed on goals and how to achieve them. This was the “Ah-Ha” moment.

Intellectual Capital 173

Intellectual Capital Definition Motivation Objective 173

Harvard Business Review

MAY 29, 2013

In 1989, Alan Kay said it takes at least 10 years for an innovation to get from the lab into everyday life. To the corporations, the future looks like the enemy, a risk that can''t be managed, an idea that can''t be thought. If we can''t see how to "monitize this sucker," we''re not interested. I came up with these observations.

Intellectual Capital 8

Intellectual Capital Innovation Business Model Strategy 8

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Managers assess performance. To manage” is “to control.”. “To To manage” is “to control.”.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

NOVEMBER 4, 2014

Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Businesses are, on average, far less adaptable, innovative, and inspiring than they could be and, increasingly, must be. Managers assess performance. To manage” is “to control.”. “To To manage” is “to control.”.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

OCTOBER 4, 2011

Software had turned into a stronger driver of revenue in the computer industry than hardware, and HP management had realized that it had to make the shift to sustain its growth. I raised my hand and asked Lew Platt , HP's president at the time, how much of overall revenue he anticipated would come from software within five years.

Software 13

Software Intellectual Capital Maturity Customer Loyalty 13