Harvard Business Review

JULY 20, 2012

We collaborate daily, sometimes productively, sometimes not. 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.

Media 16

Media Organization Intellectual Capital CIO 16

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. For example, many companies conduct frequent surveys asking customers how likely they are to recommend a product or company to friends or colleagues.

Customer Loyalty 13

Customer Loyalty Loyalty CEO Intellectual Capital 13

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. This attitude can reduce the potential risk, but it also stifles any possible business value.

Media 15

Media Intellectual Capital Competitive Advantage Compliance 15

Harvard Business Review

SEPTEMBER 16, 2016

Data contributes not only to brand equity, but to what constitutes product and service delivery in globally connected and hyper-competitive markets. Data is no longer the domain of tech companies or IT departments — it is fast becoming a centerpiece of corporate value creation more generally.

Intangible Assets 8

Intangible Assets Intellectual Capital Corporate Accountability Activity Based Costing 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. However, once that product is launched, revenue streams in quickly and evenly. Then, the hardware company does the same thing again.

Software 13

Software Intellectual Capital Maturity Customer Loyalty 13

Harvard Business Review

MAY 29, 2013

The corporation is a thing of people, processes, places, and products (give or take). And, if we have the intellectual capital, maybe get a pied-à-terre. That''s one of the ways we make ourselves ready for the future. Here is my present idea of the corporation, give or take. But that''s a problem.

Intellectual Capital 8

Intellectual Capital Innovation Business Model Strategy 8

Harvard Business Review

SEPTEMBER 13, 2017

These and other benefits translate into better cost management, agricultural innovation, and increased land productivity and quality. All of these changes led to big gains for ranchers, who experienced an increase in productivity of 2.3x “But when we implemented sustainable practices, our quality immediately increased.

Supply Chain 8

Supply Chain Net Present Value Retail Cost of Capital 8

Harvard Business Review

JANUARY 5, 2011

If you think about how new products and services are hatched and brought to market today, it isn't usually the doing of just one entity — least of all the corporate R&D labs that once served as our engines of tomorrow. The sector has entities, too, to improve the flow of intellectual capital. First, why is it a sector?

Entrepreneur 14

Entrepreneur Innovation Intellectual Capital Mission Statement 14

Harvard Business Review

NOVEMBER 4, 2014

We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. It misallocates power, since promotions often go to the most politically astute rather than to the most prescient or productive. It discourages dissent and breeds sycophants. To manage” is “to control.”.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

Harvard Business Review

NOVEMBER 4, 2014

We argued that a business should be seen as a portfolio of “core competencies” as well as a portfolio of products. It misallocates power, since promotions often go to the most politically astute rather than to the most prescient or productive. It discourages dissent and breeds sycophants. To manage” is “to control.”.

Bureaucracy 8

Bureaucracy Short-term Long-term Intellectual Capital 8

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. Older product lines that are a drag on the bottom line linger indefinitely because no one has the nerve to endanger the substantial revenues they bring in.

Software 12

Software Technology Intellectual Capital Marketing 12