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The model of a generous life is investing in spiritual truth, intellectual capital, money, praise, encouragement, influence, and joy in other people’s lives. T HE FOUNDATIONAL PRINCIPLES of leadership don’t change over time. They are indeed timeless. Brian Dodd examines in Timeless ( Kindle ) what it takes to reach the top of your profession. How do you become the best at what you do? How do you become an Apex Leader? MORE
Take the necessary steps to grow your clientele — get out and network, reach out via a killer website, thrill people with your abilities, give away your intellectual capital, wear huge holes in your shoes, and lose your voice from all the talking you will do. Getting clients is easy, hard, fun, frustrating, energizing and enervating. Most of all, you never know what to expect — one day no one is saying yes and the next, you close five clients. MORE
Knowledge sits at the heart of our modern economy, so the thought of large chunks of our intellectual capital walking out of the door should be enough to alarm any manager. It’s estimated that nearly 40% of the working population is over 45, and whilst these baby boomers have contributed tremendously to both the economy and their employers, the risk posed by the loss of their knowledge from the workplace is considerable. MORE
Hamel argued that on biggest challenges facing large companies was senior leadership “inability to write off their own depreciating intellectual capital. The value of their intellectual capital had decreased, and they didn’t adjust their books. LeaderLab Burkus competition hamel innovation intellectual capital knowledge pinkYesterday, I finally got around to listening to the latest Office Hours podcast from Daniel Pink. MORE
Hamel argued that on biggest challenges facing large companies was senior leadership “inability to write off their own depreciating intellectual capital. The value of their intellectual capital had decreased, and they didn’t adjust their books. Leadership burkus competition hamel innovation intellectual capital knowledge pink Yesterday, I finally got around to listening to the latest Office Hours podcast from Daniel Pink. MORE
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. Companies that focus on hardware first can usually understand the economics of software intellectually, but at the day-to-day organizational level they don't act as though they get them. MORE
French pharmaceutical company Sanofi recently acquired Boston-based Genzyme to tap into America's intellectual capital in biotechnology. As global companies focus their strategies on developed and emerging markets, they require substantial cadres of leaders capable of operating effectively anywhere in the world. American companies and academic institutions possess unique competitive advantages in developing these global leaders. MORE
For example, at the end of its 2015 fiscal year, Apple’s balance sheet stated tangible assets of $290 billion as a contribution to its annual revenues, with approximately $141 billion worth of intangible assets — a combination of intellectual capital, brand equity, and (investor and consumer) goodwill. Accurately measuring enterprise value (EV) has never been more important or challenging. MORE
And, if we have the intellectual capital, maybe get a pied-à-terre. A client recently asked me to comment crisply on the future. I came up with these observations. See if you can spot my error. The world is speeding up. In 1989, Alan Kay said it takes at least 10 years for an innovation to get from the lab into everyday life. Twitter did it in 4. Faster change means more turbulence. Assumptions are now less reliable. Best guesses are often shots in the dark. MORE
An organization is essentially the sum total of its physical, financial, human, intellectual, and relationship capital. Manufacturers invest most of their capital into physical assets, while high-tech firms invest in R&D to create new intellectual capital. Fourth, begin to operate a pilot of your network business by shifting small amounts of capital (including time, talent, and money) to the new initiative. MORE
One good approach would be to find new ways for its partners to leverage HP's intellectual capital in their marketing and selling efforts. It just needs to think hard, and think as one, about the smartest future for HP and how to get there — and then capitalize on whatever luck comes its way. HP finds itself in a complicated position. MORE
According to Litow, the objective was threefold: to support IBMers in their service engagements, to invest the intellectual capital of IBMers in tackling social issues around the world, and to develop the expertise and leadership of IBMers through volunteer opportunities that leverage their skills and abilities. MORE
Inside you’ll find scenarios, case studies, tips, templates, and checklists that will help you capture and retain your company’s intellectual capital as Baby Boomers leave the workplace. StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. Juliano Howard T. Dickens Jr. Lucas D. Ives Sharon Drew Morgen Hank Moore Jamie P. MORE
Fearful leaders see social media as a threat to productivity, intellectual capital , privacy, management authority, regulatory compliance and a host of other things, and often discourage and even prohibit its use. To keep progressing, leaders should recognize previous successes, capitalize on growing momentum, advocate continued evolution and increase investments. MORE
And, as the leader of our firm’s management appraisal practice, professional development, and intellectual capital creation, I’ve also carefully studied various assessment approaches and their performance impact. Call it Grant vs. Goleman. Two academic heavyweights face off on a topic that every student of leadership and HR cares — or at least hears — a lot about: emotional intelligence. MORE
When a company misses the future, the fault invariably lies with a small cadre of seasoned executives who failed to write off their depreciating intellectual capital. This operational triumph is tempered, though, by Intel’s failure to capitalize on the explosive growth of the market for mobile devices. First, only a minority of the world’s employees work in publicly-held corporations that are subject to the rigors and shortcomings of American-style capitalism. MORE
Today's logic might be summarized thus, as two of my intellectual heroes, Daron Acemoglu and James Robinson, have recently argued in their new book, Why Nations Fail : "Join us — we're here to take advantage of you." Maybe it's time to invest in the soft stuff — people, experiences, ideas, your own human, social, and intellectual capital — instead. I know: it's not manly, dignified, or barely mentionable in polite conversation. But here's the thing. MORE
Thank you for respecting intellectual capital. Do you feel unappreciated at work? That doesn''t mean people don''t appreciate you. It means they aren''t expressing appreciation to you. It''s an important distinction. If you believe others don''t appreciate you, you can lose motivation. You can start to question your worth at work. You might even sink into negativity that hurts others and other parts of your life. Whenever you start to feel like that, go back to basic truths. MORE
Most organizations, however, still view social media as a threat to productivity, intellectual capital, security, privacy, management authority, or regulatory compliance. In just a few years, social media has come to dominate many of our personal communications. We collaborate daily, sometimes productively, sometimes not. MORE
The new currency isn’t intellectual capital. It is social capital –the collective value of who we know and what we’ll do for each other. Books Communication Leadership Skills Work life can't get enough leadership collaboration leadership challenge leadership is social capital success formula what is leadershipJames M. MORE
To answer those questions, the authors look at the share of value in manufacturing captured by high-skilled workers (those with a college degree or equivalent), medium-skilled workers (high school degree), low-skilled workers (less than high school), and capital. The latter category includes machinery, factories, and other physical capital, as well as natural resources, intellectual capital like patents, and returns to financial capital.). MORE
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. According to Ocean Tomo, a consulting firm focused on intellectual capital, physical assets (plant, property, and equipment) made up more than 80% of the market value of the S&P 500 in 1975. MORE
Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. Being smart has become a commodity. It's permission to play, says Patrick Lencioni. He writes in The Advantage : In this world of ubiquitous information and nanosecond technology exchange, it’s harder than it has ever been in history to maintain a competitive advantage based on intelligence or knowledge….I MORE
Great leaders have always recognized and developed their intellectual capital, emotional and spiritual capital, because they recognized that being just smart was not enough, being just heart centered was not enough, and being just values driven was not enough. A future where our intellectual, emotional and spiritual capital evolves and grows. I am honored that Irene Becker has allowed me to share her powerful guest post. MORE
What China makes is generally low-priced, with razor-thin profit margins, is available from almost any emerging market supplier, and contains little distinctive or proprietary intellectual capital. What we make is high-priced and highly profitable, contains lots of proprietary and protected intellectual capital, and is often only available from a handful of American firms, sometimes only one. MORE
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. In a traditional business, there is little connectivity or co-creation, so the enterprise value is equal to the “mass” of the company — its human resources, financial assets, intellectual property, and physical goods. Human capital. Intellectual capital. Physical capital. MORE
McKinsey responded that it was actually investing more on intellectual capital, but on the industry-specific variety of more use to consultants and clients.) Walter Kiechel III is the former Editorial Director of Harvard Business Publishing, former Managing Editor at Fortune magazine, and author of The Lords of Strategy: The Secret Intellectual History of the New Corporate World. MORE
Here is an article written by Thomas A. Stewart for BNET, The CBS Interactive Business Network. To check out an abundance of valuable resources and obtain a free subscription to one or more of the BNET newsletters, please click here. * * * You saw it last night: UConn’s Kemba Walker is the best college [.]. MORE
Not everyone is aware of the fact that there is a wealth of priceless intellectual capital available at the website of The Paris Review. If you are seeking delicious brain food, look no further. Founded in Paris by Harold L. Humes, Peter Matthiessen, and George Plimpton in 1953, The Paris Review began with a simple [.]. MORE
Bob's blog entries 3M Apple Booz & Company Buddy Media EBITDA Fscebook Google Harvard Business Review Intellectual Capital: The New Wealth of Organizations The Global Innovation 1000 (2011): Why Culture is Key Tom Stewart Wealth of Knowledge: Intellectual Capital and the Twenty-first Century OrganizationTom Stewart is Booz & Company’s Chief Marketing & Knowledge Officer. MORE
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. Humanity has an urgent need to fight climate change, and businesses can play a key role in doing so. MORE
The “intellectual capital” brought in by high-knowledge employees will be a major, if not the primary, competitive advantage. Leaders are debating the changing nature of work and the perceived decline in job security (the lifelong career at a benevolent company is a fading memory) and the erosion of corporate loyalty. Employees are wondering, “If the company is willing to dump me at its convenience, why shouldn’t I dump the company at my convenience?” MORE
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. This was the headline finding of a recent study (PDF) by the American Institute of CPAs and the Chartered Institute of Management Accountants. Considering the sponsors, it's sort of like the Army reporting that what we really need is more battleships. Unexpected, to say the least. MORE
So the sector features venture capital, which has grown from being an obscure corner of the financial industry to being its most potent part in terms of funding economic growth. The sector has entities, too, to improve the flow of intellectual capital. And it's an ingenious innovation that allows the economy to explore the new while exploiting the large-scale capital—human, physical, financial, social—already invested in the functioning economy. MORE
When a company misses the future, the fault invariably lies with a small cadre of seasoned executives who failed to write off their depreciating intellectual capital. This operational triumph is tempered, though, by Intel’s failure to capitalize on the explosive growth of the market for mobile devices. First, only a minority of the world’s employees work in publicly-held corporations that are subject to the rigors and shortcomings of American-style capitalism. MORE
Inside you’ll find scenarios, case studies, tips, templates, and checklists that will help you capture and retain your company’s intellectual capital as Baby Boomers leave the workplace. The baby boomers have gained so much intellectually. StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. Juliano Howard T. Dickens Jr. Lucas D. Ives Sharon Drew Morgen Hank Moore Jamie P. MORE
Bob's blog entries A vast treasure of intellectual capital awaits you Better Protection for U.S. The Innovator's DNA The Progress Principle The Secret Weapon of Great Leaders Think Like an Innovator Tom Malone University of Oxford's Saïd Business School What Capitalism Can Learn from the NFL Wise Leadership MORE
Here is an excerpt from article written by Thomas A. Stewart for BNET (March 22, 2011), The CBS Interactive Business Network. To check out an abundance of valuable resources and obtain a free subscription to one or more of the BNET newsletters, please click here. To read the complete article, please click here. * * [.]. MORE
According to Litow, the objective was threefold: to support IBMers in their service engagements, to invest the intellectual capital of IBMers in tackling social issues around the world, and to develop the expertise and leadership of IBMers through volunteer opportunities that leverage their skills and abilities. MORE
To be successful as a team, as a company, your innovators, workhorses and intellectual capital MUST be moving in the same direction, gaining team buy-in and driving effects-based thinking, to achieve your stated and shared Mission Objective. Recently, I had the opportunity to sit with the C-Suite team of a highly-successful $7B business. The topic of discussion: The Questionable Future of the Company. MORE
Intellectual Capital Related Topics LDRLB
FEBRUARY 10, 2012
Hamel argued that on biggest challenges facing large companies was senior leadership “inability to write off their own depreciating intellectual capital. The value of their intellectual capital had decreased, and they didn’t adjust their books. LeaderLab Burkus competition hamel innovation intellectual capital knowledge pinkYesterday, I finally got around to listening to the latest Office Hours podcast from Daniel Pink.
LDRLB
FEBRUARY 10, 2012
Hamel argued that on biggest challenges facing large companies was senior leadership “inability to write off their own depreciating intellectual capital. The value of their intellectual capital had decreased, and they didn’t adjust their books. Leadership burkus competition hamel innovation intellectual capital knowledge pink Yesterday, I finally got around to listening to the latest Office Hours podcast from Daniel Pink.
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First Friday Book Synopsis
AUGUST 12, 2011
Bob's blog entries A vast treasure of intellectual capital awaits you Better Protection for U.S. The Innovator's DNA The Progress Principle The Secret Weapon of Great Leaders Think Like an Innovator Tom Malone University of Oxford's Saïd Business School What Capitalism Can Learn from the NFL Wise Leadership
First Friday Book Synopsis
NOVEMBER 3, 2011
Bob's blog entries 3M Apple Booz & Company Buddy Media EBITDA Fscebook Google Harvard Business Review Intellectual Capital: The New Wealth of Organizations The Global Innovation 1000 (2011): Why Culture is Key Tom Stewart Wealth of Knowledge: Intellectual Capital and the Twenty-first Century OrganizationTom Stewart is Booz & Company’s Chief Marketing & Knowledge Officer.
First Friday Book Synopsis
APRIL 6, 2011
Here is an article written by Thomas A. Stewart for BNET, The CBS Interactive Business Network. To check out an abundance of valuable resources and obtain a free subscription to one or more of the BNET newsletters, please click here. * * * You saw it last night: UConn’s Kemba Walker is the best college [.].
First Friday Book Synopsis
MARCH 28, 2011
Here is an excerpt from article written by Thomas A. Stewart for BNET (March 22, 2011), The CBS Interactive Business Network. To check out an abundance of valuable resources and obtain a free subscription to one or more of the BNET newsletters, please click here. To read the complete article, please click here. * * [.].
Leading Blog
MARCH 19, 2012
Most organizations exploit only a fraction of the knowledge, experience, and intellectual capital that is available to them. Being smart has become a commodity. It's permission to play, says Patrick Lencioni. He writes in The Advantage : In this world of ubiquitous information and nanosecond technology exchange, it’s harder than it has ever been in history to maintain a competitive advantage based on intelligence or knowledge….I
|
Leading Blog
MARCH 14, 2018
The model of a generous life is investing in spiritual truth, intellectual capital, money, praise, encouragement, influence, and joy in other people’s lives. T HE FOUNDATIONAL PRINCIPLES of leadership don’t change over time. They are indeed timeless. Brian Dodd examines in Timeless ( Kindle ) what it takes to reach the top of your profession. How do you become the best at what you do? How do you become an Apex Leader?
Lead Change Blog
JUNE 30, 2016
To be successful as a team, as a company, your innovators, workhorses and intellectual capital MUST be moving in the same direction, gaining team buy-in and driving effects-based thinking, to achieve your stated and shared Mission Objective. Recently, I had the opportunity to sit with the C-Suite team of a highly-successful $7B business. The topic of discussion: The Questionable Future of the Company.
Coaching Tip
MAY 17, 2012
The new currency isn’t intellectual capital. It is social capital –the collective value of who we know and what we’ll do for each other. Books Communication Leadership Skills Work life can't get enough leadership collaboration leadership challenge leadership is social capital success formula what is leadershipJames M.
First Friday Book Synopsis
JULY 14, 2011
Not everyone is aware of the fact that there is a wealth of priceless intellectual capital available at the website of The Paris Review. If you are seeking delicious brain food, look no further. Founded in Paris by Harold L. Humes, Peter Matthiessen, and George Plimpton in 1953, The Paris Review began with a simple [.].
leaderCommunicator
OCTOBER 2, 2014
Thank you for respecting intellectual capital. Do you feel unappreciated at work? That doesn''t mean people don''t appreciate you. It means they aren''t expressing appreciation to you. It''s an important distinction. If you believe others don''t appreciate you, you can lose motivation. You can start to question your worth at work. You might even sink into negativity that hurts others and other parts of your life. Whenever you start to feel like that, go back to basic truths.
Rich Gee Group
NOVEMBER 29, 2013
Take the necessary steps to grow your clientele — get out and network, reach out via a killer website, thrill people with your abilities, give away your intellectual capital, wear huge holes in your shoes, and lose your voice from all the talking you will do. Getting clients is easy, hard, fun, frustrating, energizing and enervating. Most of all, you never know what to expect — one day no one is saying yes and the next, you close five clients.
|
Jesse Lyn Stoner Blog
JULY 8, 2012
Great leaders have always recognized and developed their intellectual capital, emotional and spiritual capital, because they recognized that being just smart was not enough, being just heart centered was not enough, and being just values driven was not enough. A future where our intellectual, emotional and spiritual capital evolves and grows. I am honored that Irene Becker has allowed me to share her powerful guest post.
Marshall Goldsmith
DECEMBER 16, 2013
The “intellectual capital” brought in by high-knowledge employees will be a major, if not the primary, competitive advantage. Leaders are debating the changing nature of work and the perceived decline in job security (the lifelong career at a benevolent company is a fading memory) and the erosion of corporate loyalty. Employees are wondering, “If the company is willing to dump me at its convenience, why shouldn’t I dump the company at my convenience?”
Harvard Business
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. According to Ocean Tomo, a consulting firm focused on intellectual capital, physical assets (plant, property, and equipment) made up more than 80% of the market value of the S&P 500 in 1975.
Harvard Business
SEPTEMBER 16, 2016
For example, at the end of its 2015 fiscal year, Apple’s balance sheet stated tangible assets of $290 billion as a contribution to its annual revenues, with approximately $141 billion worth of intangible assets — a combination of intellectual capital, brand equity, and (investor and consumer) goodwill. Accurately measuring enterprise value (EV) has never been more important or challenging.
Harvard Business
JUNE 22, 2016
An organization is essentially the sum total of its physical, financial, human, intellectual, and relationship capital. Manufacturers invest most of their capital into physical assets, while high-tech firms invest in R&D to create new intellectual capital. Fourth, begin to operate a pilot of your network business by shifting small amounts of capital (including time, talent, and money) to the new initiative.
Harvard Business
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. In a traditional business, there is little connectivity or co-creation, so the enterprise value is equal to the “mass” of the company — its human resources, financial assets, intellectual property, and physical goods. Human capital. Intellectual capital. Physical capital.
Strategy Driven
NOVEMBER 10, 2010
Inside you’ll find scenarios, case studies, tips, templates, and checklists that will help you capture and retain your company’s intellectual capital as Baby Boomers leave the workplace. StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. Juliano Howard T. Dickens Jr. Lucas D. Ives Sharon Drew Morgen Hank Moore Jamie P.
Strategy Driven
NOVEMBER 17, 2010
Inside you’ll find scenarios, case studies, tips, templates, and checklists that will help you capture and retain your company’s intellectual capital as Baby Boomers leave the workplace. The baby boomers have gained so much intellectually. StrategyDriven effective executives, efficient employees Home About The StrategyDriven Organization Our Company Our Contributors Karen K. Juliano Howard T. Dickens Jr. Lucas D. Ives Sharon Drew Morgen Hank Moore Jamie P.
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. This was the headline finding of a recent study (PDF) by the American Institute of CPAs and the Chartered Institute of Management Accountants. Considering the sponsors, it's sort of like the Army reporting that what we really need is more battleships. Unexpected, to say the least.
Harvard Business
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. Humanity has an urgent need to fight climate change, and businesses can play a key role in doing so.
Harvard Business Review
MAY 7, 2014
To answer those questions, the authors look at the share of value in manufacturing captured by high-skilled workers (those with a college degree or equivalent), medium-skilled workers (high school degree), low-skilled workers (less than high school), and capital. The latter category includes machinery, factories, and other physical capital, as well as natural resources, intellectual capital like patents, and returns to financial capital.).
Harvard Business Review
FEBRUARY 20, 2014
What China makes is generally low-priced, with razor-thin profit margins, is available from almost any emerging market supplier, and contains little distinctive or proprietary intellectual capital. What we make is high-priced and highly profitable, contains lots of proprietary and protected intellectual capital, and is often only available from a handful of American firms, sometimes only one.
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. In just a few years, social media has come to dominate many of our personal communications. We collaborate daily, sometimes productively, sometimes not.
Harvard Business Review
NOVEMBER 5, 2014
According to Litow, the objective was threefold: to support IBMers in their service engagements, to invest the intellectual capital of IBMers in tackling social issues around the world, and to develop the expertise and leadership of IBMers through volunteer opportunities that leverage their skills and abilities.
Harvard Business Review
NOVEMBER 5, 2014
According to Litow, the objective was threefold: to support IBMers in their service engagements, to invest the intellectual capital of IBMers in tackling social issues around the world, and to develop the expertise and leadership of IBMers through volunteer opportunities that leverage their skills and abilities.
Harvard Business Review
OCTOBER 22, 2014
And, as the leader of our firm’s management appraisal practice, professional development, and intellectual capital creation, I’ve also carefully studied various assessment approaches and their performance impact. Call it Grant vs. Goleman. Two academic heavyweights face off on a topic that every student of leadership and HR cares — or at least hears — a lot about: emotional intelligence.
Harvard Business Review
MARCH 2, 2012
French pharmaceutical company Sanofi recently acquired Boston-based Genzyme to tap into America's intellectual capital in biotechnology. As global companies focus their strategies on developed and emerging markets, they require substantial cadres of leaders capable of operating effectively anywhere in the world. American companies and academic institutions possess unique competitive advantages in developing these global leaders.
Harvard Business Review
OCTOBER 17, 2011
Fearful leaders see social media as a threat to productivity, intellectual capital , privacy, management authority, regulatory compliance and a host of other things, and often discourage and even prohibit its use. To keep progressing, leaders should recognize previous successes, capitalize on growing momentum, advocate continued evolution and increase investments.
Harvard Business Review
MAY 29, 2013
And, if we have the intellectual capital, maybe get a pied-à-terre. A client recently asked me to comment crisply on the future. I came up with these observations. See if you can spot my error. The world is speeding up. In 1989, Alan Kay said it takes at least 10 years for an innovation to get from the lab into everyday life. Twitter did it in 4. Faster change means more turbulence. Assumptions are now less reliable. Best guesses are often shots in the dark.
Harvard Business Review
MARCH 16, 2012
Today's logic might be summarized thus, as two of my intellectual heroes, Daron Acemoglu and James Robinson, have recently argued in their new book, Why Nations Fail : "Join us — we're here to take advantage of you." Maybe it's time to invest in the soft stuff — people, experiences, ideas, your own human, social, and intellectual capital — instead. I know: it's not manly, dignified, or barely mentionable in polite conversation. But here's the thing.
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. Companies that focus on hardware first can usually understand the economics of software intellectually, but at the day-to-day organizational level they don't act as though they get them.
Harvard Business Review
JANUARY 5, 2011
So the sector features venture capital, which has grown from being an obscure corner of the financial industry to being its most potent part in terms of funding economic growth. The sector has entities, too, to improve the flow of intellectual capital. And it's an ingenious innovation that allows the economy to explore the new while exploiting the large-scale capital—human, physical, financial, social—already invested in the functioning economy.
Harvard Business Review
NOVEMBER 4, 2014
When a company misses the future, the fault invariably lies with a small cadre of seasoned executives who failed to write off their depreciating intellectual capital. This operational triumph is tempered, though, by Intel’s failure to capitalize on the explosive growth of the market for mobile devices. First, only a minority of the world’s employees work in publicly-held corporations that are subject to the rigors and shortcomings of American-style capitalism.
Harvard Business Review
NOVEMBER 4, 2014
When a company misses the future, the fault invariably lies with a small cadre of seasoned executives who failed to write off their depreciating intellectual capital. This operational triumph is tempered, though, by Intel’s failure to capitalize on the explosive growth of the market for mobile devices. First, only a minority of the world’s employees work in publicly-held corporations that are subject to the rigors and shortcomings of American-style capitalism.
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.) Walter Kiechel III is the former Editorial Director of Harvard Business Publishing, former Managing Editor at Fortune magazine, and author of The Lords of Strategy: The Secret Intellectual History of the New Corporate World.
Harvard Business Review
MAY 18, 2011
One good approach would be to find new ways for its partners to leverage HP's intellectual capital in their marketing and selling efforts. It just needs to think hard, and think as one, about the smartest future for HP and how to get there — and then capitalize on whatever luck comes its way. HP finds itself in a complicated position.
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