Remove Intangible Assets Remove Management Remove Operations
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Managing With a Conscience

Leading Blog

Frank Sonnenberg makes the case in Managing with a Conscience , that the only sustainable way to succeed is the right way—not cutting corners—emphasizing the intangibles like trust, creativity, focus, speed, flexibility, relationships, loyalty, and employee commitment. Management should announce an open-door policy.

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Managing resources for sustainable growth in organisations

Chartered Management Institute

Whether it’s raw materials, financial capital or human talent, resources are the building blocks that allow companies to operate efficiently and deliver value to their stakeholders. For managers, this means leveraging tools, techniques and leadership skills to optimise resource utilisation and ensure the organisation’s long-term success.

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How NASA Uses Telemedicine to Care for Astronauts in Space

Harvard Business Review

Medicines, instruments, consumables, and exercise devices belong to material assets; intangible assets involve medical expertise on board and on the ground, processes, procedures, and protocols. Training crew members to manage their care. Good communication and rapid learning is essential.

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Startups Could Fundamentally Change the Way Big Investors Operate

Harvard Business Review

In September 2016 we undertook a survey of nearly 300 endowment and foundation managers. Large investors rely on an assortment of intermediaries to help them with their investment activities, including asset managers, such as hedge funds, investment banks, and consultants. But right now that’s not happening.

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What It Will Take to Fix HR

Harvard Business Review

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.

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Why We Shouldn’t Worry About the Declining Number of Public Companies

Harvard Business Review

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. Digital firms are as valuable for their intangible capital as were the 20 th century firms for their land, building, and factories.

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How to Navigate a Digital Transformation

Harvard Business Review

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?