Strategy Driven

FEBRUARY 13, 2023

Liquid assets are cash, securities, receivables, and other financial assets that can be converted into cash within a short period, like a day or two. Intangible assets, such as buildings or equipment, are less liquid and can take longer to convert into cash.

Intangible Assets 94

Intangible Assets Short-term Incentives Metrics 94

Strategy Driven

JUNE 21, 2021

Assets here can be current or non-current assets , and they include everything that the startup owns within a given period. Assets can be tangible, which refers to those assets that can be seen and touched like properties. A startup can also have intangible assets that you cannot feel or touch, like goodwill.

Intangible Assets 98

Intangible Assets Document How To Reference 98

Harvard Business Review

SEPTEMBER 28, 2015

Benjamin Graham , the father of value investing, seldom met the managers of the companies he invested in because he felt they would tell him only what they wished him to hear and because he didn’t want to be influenced by impressions of personality. So is there something different about the managers who do succeed?

Stage-Gate 8

Stage-Gate Kaplan Intangible Assets Competitive Advantage 8

Harvard Business Review

AUGUST 27, 2018

firms gravitate towards digital strategies, firms have less need for elaborate finance, marketing, production, distribution, accounting, and human resource departments. Digital firms are as valuable for their intangible capital as were the 20 th century firms for their land, building, and factories.

IPO 11

IPO Company First-mover Advantage Intangible Assets 11

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 might this look like? How to build diverse networks.

Intangible Assets 8

Intangible Assets Self-aware Reputation Mentor 8

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 12

CFO Charan Intangible Assets Human Resources 12

Harvard Business Review

OCTOBER 25, 2018

The superstars tend to be more involved in global flows of trade and finance, more digitally mature, and they dominate the lists of the most valued companies, the most valued brands, the most desirable places to work, and the most innovative companies. Productivity can help; but it is not enough to achieve superstardom.

Industry 13

Industry Company GDP Bottom-up 13