Frank Sonnenberg Online

MAY 25, 2021

It’s so easy to lose sight of the things that you can’t see. There is a tendency to believe that if something cannot be quantified, it does not exist.

Reputation 141

Reputation Intangible Assets Learning-by-Doing Blog 141

Harvard Business Review

DECEMBER 21, 2016

Today, the majority of market value is made up of intangible assets (networks, platforms, intellectual property, customer relationships, big data) more than physical assets. In fact, it’s not even close: intangible assets make up over 80% of the S&P 500’s market value — a complete reversal from 1975.

Intangible Assets 8

Intangible Assets Business Model GAAP Budgeting 8

Harvard Business Review

APRIL 7, 2014

(Tobin’s q is the ratio between a company’s market capitalization and the replacement cost of its tangible assets, with a higher ratio indicating that a company has more intangible assets such as patents, brands, leadership etc., Leadership Marketing' during the growth years to 0.8 during recessions.

First-mover Advantage 13

First-mover Advantage Intangible Assets Sample Metrics 13

Harvard Business Review

JUNE 22, 2016

Begin with the easy things that you have always tracked — and physical assets such as plant, property, and equipment. Organizational transformation must begin with a leadership transformation. If not, your transformation is sure to stall out.

Intangible Assets 14

Intangible Assets Business Model How To Intellectual Capital 14

Harvard Business Review

OCTOBER 25, 2011

Even accounting rules specifically dealing with reputation — goodwill and intangible assets — are subject to frequent rule changes and endless debate. Our system of financial accounting rewards quarterly profits, but struggles mightily to place a value on ethical behavior.

Intangible Assets 14

Intangible Assets Ethics Short-term Reputation 14

Harvard Business Review

AUGUST 27, 2018

Digital firms are as valuable for their intangible capital as were the 20 th century firms for their land, building, and factories. Hence, successful digital firms, even if incurring losses, prove attractive acquisition targets for firms that create value by mixing and matching acquired intangible assets with their own.

IPO 14

IPO Company First-mover Advantage Intangible Assets 14

Harvard Business Review

SEPTEMBER 23, 2015

Decades ago, a company’s market value was nearly equivalent to its tangible assets—buildings, machinery, materials, financial capital, and so on. In 1975 intangible assets were just 17% of the market value of the S&P 500. Trust comes from transparency, and transparency is the norm today.

Intangible Assets 8

Intangible Assets Reputation Bottom-up Brand 8

Harvard Business Review

JULY 29, 2014

Put the most strategic pieces into the hands of up-and-comers passing through the leadership-development revolving door? In the early 1980’s, sixty percent of corporate value creation emanated from the optimization of tangible assets. CHROs are standing at essentially the same crossroads that CFOs were in the 1980’s.

CFO 15

CFO Charan Intangible Assets Human Resources 15

Harvard Business Review

SEPTEMBER 25, 2014

3) Update management and leadership practices: An extended analytics engine fueled by multiple information sources, however, can accomplish little without the ability to act on future predictions. The ultimate goal is to treat information as a tangible flow rather than an intangible asset stuck on the balance sheet.

Company 10

Company Intangible Assets Information Self-aware 10

Harvard Business Review

FEBRUARY 26, 2018

In a previous HBR article , we argued that, in contrast to physical assets that depreciate with use, intangible assets might enhance with use. Therefore the most important aim for digital companies is to achieve market leadership, create network effects , and command a “winner-take-all” profit structure.

Company 8

Company Intangible Assets Depreciation IPO 8

Harvard Business Review

SEPTEMBER 25, 2014

3) Update management and leadership practices: An extended analytics engine fueled by multiple information sources, however, can accomplish little without the ability to act on future predictions. The ultimate goal is to treat information as a tangible flow rather than an intangible asset stuck on the balance sheet.

Company 8

Company Intangible Assets Self-aware Diversity 8

Harvard Business Review

JULY 3, 2015

Evaluate your leadership team’s openness to co-creation as well. Identify the characteristics of your key customer groups, including their level of engagement, their unmet needs, and any tangible or intangible assets that could be leveraged in a co-creative relationship. She is a leadership consultant with OpenMatters.

CRM 8

CRM Brand Business Model Intangible Assets 8

Strategy Driven

JULY 28, 2019

However, there is an intangible asset that is very difficult to quantify — but without it you cannot ultimately succeed. This asset is, of course, alignment. As a leader, you are constantly trying to maximize the magical effort to effectiveness equation (a.k.a. efficiency).

Agility 62

Agility P&L Intangible Assets Team 62

Harvard Business Review

DECEMBER 11, 2017

corporations to accumulate assets in those affiliates (now estimated at $2.6 The legislation would replace the tax on profits that are repatriated with a low-rate tax on annual profits attributable to the intangible assets of their foreign affiliates, impose a one-time transition tax on the stock of accrued foreign profits of U.S.

Company 12

Company Intangible Assets Incentives Insurance 12

Harvard Business Review

AUGUST 22, 2017

presidential administration and congressional leadership have spent months talking about tax reform. Getting tax reform done requires strong political leadership, significant input from government staffers with technical expertise, and development of a public consensus of the need for change. The current U.S.

Intangible Assets 8

Intangible Assets Committee Budgeting Politics 8