Harvard Business Review

JULY 29, 2014

In the July/August issue of HBR , Ram Charan argues that the Chief Human Resources Officer (CHRO) role should be eliminated, with HR responsibilities funneled in two separate directions — administration , led by traditional HR-types, reporting to the CFO; and talent strategy , led by high-potential line managers, reporting to the corner office.

CFO 14

CFO Charan Intangible Assets Human Resources 14

Harvard Business Review

JUNE 22, 2016

That includes identifying your current mix of assets and the business model that your asset portfolio creates. For example, do you make and sell things, hire skilled employees and provide services, develop and new IP like software or pharmaceuticals, or build and manage digital networks, be they transactional, informational, or social?

Intangible Assets 13

Intangible Assets Business Model How To Intellectual Capital 13

Harvard Business Review

JULY 6, 2017

Since the Expedition One launch to the International Space Station (ISS) in 2001 — the first long-duration stay on the orbital construction site — NASA’s Human Health and Performance team has been developing expertise in the planning and provision of medical support to crews staying in our world’s most remote environment.

Intangible Assets 15

Intangible Assets Operations Health Care Conference 15

Harvard Business Review

OCTOBER 25, 2018

These “superstar” sectors include financial services such as banking, insurance, and asset management, professional services, internet and software, real estate, and pharmaceuticals and medical products. Often when superstar cities fall, they tend to be advanced economy cities, replaced by a developing economy city.

Industry 15

Industry Company GDP Bottom-up 15

Harvard Business Review

SEPTEMBER 23, 2015

Though the story is still developing, there are a few big, interconnected lessons to be drawn from what we know so far. Decades ago, a company’s market value was nearly equivalent to its tangible assets—buildings, machinery, materials, financial capital, and so on. Being clean and green has real, bottom-line value.

Intangible Assets 8

Intangible Assets Reputation Bottom-up Brand 8

Harvard Business Review

NOVEMBER 18, 2016

What we asked people was, at this point in their lives, are they actively building, maintaining, or depleting their tangible and intangible assets? Actively building both tangible and intangible assets is crucial to creating a long and productive working life. What the Old Can Learn from the Young.

Intangible Assets 8

Intangible Assets Self-aware Reputation Mentor 8

Harvard Business Review

SEPTEMBER 25, 2014

But while such information exchanges have become technically feasible, they are not yet financially beneficial to the information provider and difficult for the customer to value and incorporate into their management systems. The practice of management itself must evolve for this capability to emerge.

Company 10

Company Intangible Assets Information Self-aware 10

Harvard Business Review

FEBRUARY 26, 2018

Contrast Walmart’ $160 billion of hard assets for its $300 billion valuation against Facebook’s $9 billion dollars of hard assets for its $500 billion valuation. The economic purpose of these intangible investments is no different than that of an industrial company’s factories and buildings.

Company 9

Company Intangible Assets Depreciation IPO 9

Harvard Business Review

JULY 18, 2017

Too many companies prioritize quarterly earnings over long-term innovation, human capital investment, and brand development, and many people believe short-term shareholders are to blame. Critically, short-term selling by shareholders need not entail short-term behavior by managers. So how can we ensure the latter?

Short-term 9

Short-term Intangible Assets Hedge Long-term 9

Harvard Business Review

SEPTEMBER 25, 2014

But while such information exchanges have become technically feasible, they are not yet financially beneficial to the information provider and difficult for the customer to value and incorporate into their management systems. The practice of management itself must evolve for this capability to emerge.

Company 8

Company Intangible Assets Self-aware Diversity 8

Harvard Business Review

OCTOBER 24, 2016

Small startup firms are already developing proprietary technologies — such as machine vision, deep learning, and other innovations —– that could help large investors evaluate opportunities and risks with far greater accuracy and efficiency than was previously possible. But right now that’s not happening.

Operations 8

Operations Intangible Assets Venture Capitalist Hedge 8

Harvard Business Review

SEPTEMBER 29, 2016

The companies that provide those services and enable us to share what we have (insights, relationships, assets) with others not only are valued more highly by investors but also are relatively asset-light themselves. Their inadequacy is not surprising…given their training and development. This is quite a shift.

Company 8

Company Intangible Assets Business Model Supply Chain 8

Harvard Business Review

JULY 3, 2015

Through our research on network-centric businesses and our experience advising hundreds of companies we have developed a framework for understanding customer affinity. Example: Carol owns a small business and needs a customer relationship management (CRM) platform. It starts by understanding customers’ affinity with the brands.

CRM 8

CRM Brand Business Model Intangible Assets 8

Harvard Business Review

SEPTEMBER 4, 2012

Second, for small and rapid-growth technology companies, the problem is compounded by the fact that, while rich in intangible assets, they typically lack the kind of collateral (equipment, inventory, real estate, etc.) We are seeing safeguards and screening systems to mitigate default rates being developed by PEPP and Boefly.

Intangible Assets 8

Intangible Assets Venture Capitalist White Paper Real Estate 8

Harvard Business Review

DECEMBER 11, 2017

corporations to accumulate assets in those affiliates (now estimated at $2.6 trillion), enabling them to manage their portfolios more efficiently. While both bills try to limit access to the special pass-through rates, tax planners may develop strategies to avoid those limits.

Company 12

Company Intangible Assets Incentives Insurance 12

Harvard Business Review

NOVEMBER 19, 2018

Even outside of the tech sector, the employment of more software developers is associated with a greater increase in industry concentration, and this relationship appears to be causal. Vox is a digital publishing company known, in part, for its proprietary content management system. Most industries in the U.S.

Software 8

Software Company Competitive Advantage Henderson 8