Harvard Business Review

OCTOBER 31, 2017

The banks that have nearly completed their regulatory agenda have a head start, since they can free up more financial and human resources to address evolving technology. Those declines reflect changes in strategies and the basic business model of investment banks, post-crisis.

Banking 8

Banking Crisis Bottom-up Compliance 8

Harvard Business Review

JUNE 8, 2018

The CEO’s principal aim therefore is not necessarily to judiciously allocate financial capital but to allocate precious scientific and human resources to the most promising projects and to pull back and redeploy those resources in a timely manner when the prospects of specific projects dim.

Report 8

Report GAAP Net Present Value CFO 8

Strategy Driven

DECEMBER 2, 2019

Business leaders striving to stand out from the competition need to reinvent their business model to marry digital and human experiences in the best way possible. Furthermore, 80 percent of a company’s future revenue will come from just 20 percent of the existing customer base.

Company 72

Company P&L Bottom-up Advertising 72

Women on Business

JANUARY 24, 2011

For example, when my book publisher was hit by Hurricane Wilma, (thus my upcoming book was literally blown away), I turned to graphic design where I had received all my training and contacts—but with a much different business model.

Press Release 100

Press Release Discount Sharpe Advertising 100

Harvard Business Review

JUNE 28, 2016

Entrepreneurs today who practice digital bricolage can construct amazing companies and organizations from existing pieces, many of which offer capabilities once available only to large businesses. How Digital Business Models Are Changing. Insight Center. Sponsored by Accenture. No strategy is static.

Entrepreneur 8

Entrepreneur Airlines Construction Short-term 8

Harvard Business Review

DECEMBER 11, 2018

In fact, only eight percent of companies’ CEOs believe that their business model will remain economically viable if their industry continues to digitize at its current course and speed. What they realize is that they’ve always treated finance and financial management as a tier-one asset.

Content 8

Content Crisis Apparel Learning-by-Doing 8

Harvard Business Review

AUGUST 6, 2014

In hindsight, this thinking turned out to be far less important than what we learned about leadership, control, and trust, which ultimately were reflected in how each of the businesses was created, capitalized, and staffed. On the finance and deal side, we also felt a strong kinship with Tsai. search engine company Inktomi in 2002.

Chief Financial Officer 8

Chief Financial Officer Operations Learning-by-Doing IPO 8

Harvard Business Review

AUGUST 27, 2018

All three factors have become more common over time, which we argue stems from firms’ increasing reliance on intangible and knowledge inputs in their business models. Emerging digital firms compete with knowledge, strategy, and expert human capital, attacking even the largest established firms.

IPO 9

IPO Company First-mover Advantage Intangible Assets 9

Harvard Business Review

AUGUST 5, 2014

So marketers collaborated with IT to design an iPad application that allowed salespeople to enter their book of business and receive detailed customer profiles with background on important customer decision-makers and priorities, as well as status updates and other useful information.

P&L 8

P&L Banking Marketing Call Center 8

Harvard Business Review

OCTOBER 24, 2014

One of the biggest obstacles is that traditional functional departments often can’t meet the needs of IoT business models and have to evolve. Finance departments also had trouble dealing with the fact that the cost of services and the resulting subscription revenues can accrue in a complex manner. Human resources.

Productivity 8

Productivity Products Company Engineering 8

Harvard Business Review

MARCH 16, 2012

Human Resources" have changed when most of the people who create value for your organization are neither hired nor paid by you. Yet our business models have not changed to keep pace with these shifts. In particular some 80% of their business resources are fluid. Organizationally we have not.

Christensen 15

Christensen Business Model Decentralization Innovation 15

Harvard Business Review

OCTOBER 20, 2011

DuPont sent Donaldson Brown, a promising engineer-turned-finance staffer, to Detroit to sort things out, and sort them out he did. By parsing ROE into the DuPont Equation (very rapidly to become a business school mainstay), he provided the basis for organizations divided into functions with their own objectives.

ROE 12

ROE Debt to Equity Ratio Innovation Incentives 12