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. Bureaucracy is the technology of control. Almost 25 years ago in the pages of HBR , C.K.

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. Bureaucracy is the technology of control. Almost 25 years ago in the pages of HBR , C.K.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

OCTOBER 4, 2011

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. There were a succession of software leaders who could have grown into important leaders given time but none lasted more than a couple of years.

Software 13

Software Intellectual Capital Maturity Customer Loyalty 13

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. Any organization can get lucky and have a single successful implementation of social media. We collaborate daily, sometimes productively, sometimes not.

Media 16

Media Organization Intellectual Capital CIO 16