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Dan’s guest for the month was Gary Hamel, author of What Matters Now (review forthcoming) and The Future of Management (review not need – buy the book). Hamel argued that on biggest challenges facing large companies was senior leadership “inability to write off their own depreciating intellectualcapital.
Dan’s guest for the month was Gary Hamel, author of What Matters Now (review forthcoming) and The Future of Management (review not needed – buy the book). Hamel argued that on biggest challenges facing large companies was senior leadership “inability to write off their own depreciating intellectualcapital.
In the legal industry, leadership isn’t just about managing the status quo—it’s about driving change, shaping strategy, and guiding firms through an increasingly complex landscape. In today’s market, the best legal executives are those who can balance deep expertise with the ability to think strategically across multiple dimensions.
And with Harvard Business Review citing 70-80 percent of a firm’s market value coming from intangible assets such as brand equity, intellectualcapital, and goodwill, it’s vitally important for all CEOs to proactively manage their reputation given […].
They were internationally recognized as an entrepreneurial giant, noted for their “Pirate” mentality consistently causing beneficial market disruption which yielded revolutionary advancements. With the simple adoption of the sale manager’s mentality, this $7B company is now forecasting to grow over $10B in the next 2 years.
The new work contract – where employees take responsibility for their own careers and corporations provide them with career-enhancing but impermanent opportunities – can be as difficult for organizations to manage as it is for individuals. We must manage our human assets with the same rigor we devote to our financial assets.
Despite the media coverage of Boomers and how a tidal wave of retirements could impact business, many senior managers are kicking the can down the road, putting off the job of creating a system and process for capturing knowledge. Manager can avoid this by taking some steps now to prepare for the day when key workers leave.
Despite the media coverage of Boomers and how a tidal wave of retirements could impact business, many senior managers are kicking the can down the road, putting off the job of creating a system and process for capturing knowledge. Manager can avoid this by taking some steps now to prepare for the day when key workers leave.
Most organizations, however, still view social media as a threat to productivity, intellectualcapital, security, privacy, management authority, or regulatory compliance. For example, a grass roots "Shores Stores Group" formed among the more than 100 store managers with stores located in vacation communities.
Its value stems from how business leaders, from senior executives to managers, use it to foster new collaborative behaviors that materially improve business performance. Ignoring social media, or throwing it over the fence to Marketing or IT could create serious business risk. Where does your organization stand?
Three-quarters of the world's CEOs say more emphasis should be placed on measuring the value of non-financial assets such as intellectualcapital and customer relationships. This was the headline finding of a recent study (PDF) by the American Institute of CPAs and the Chartered Institute of Management Accountants.
And, as the leader of our firm’s management appraisal practice, professional development, and intellectualcapital creation, I’ve also carefully studied various assessment approaches and their performance impact. People are hired for IQ and experience and fired for failing to manage themselves and others well.
Software had turned into a stronger driver of revenue in the computer industry than hardware, and HP management had realized that it had to make the shift to sustain its growth. With hardware markets, money is spent upfront to develop a system. How does the company deal with dramatic change? This is what I've observed at HP.
He blamed the Japan earthquake, the anemic PC market, and a troubled services organization. While HP was once the technology leader that could do no wrong, market watchers are now concerned that the company does not have a clear strategy to overcome its problems. The technology market is the epitome of creative destruction.
As global companies focus their strategies on developed and emerging markets, they require substantial cadres of leaders capable of operating effectively anywhere in the world. French pharmaceutical company Sanofi recently acquired Boston-based Genzyme to tap into America's intellectualcapital in biotechnology.
What makes the matter fascinating to industry watchers, approximately their equivalent of the Charlie Sheen supernova, is that Gupta served three terms as managing director of McKinsey & Co., In his tenure as McKinsey's worldwide managing director, Gupta displayed macher-like ambition not just for himself but even more so for his firm.
Since at least the 1980s (the era of deregulation, that is, over which Alfred Kahn presided) managers of big companies have been upbraided for their intolerance to risk. Perhaps not surprisingly, managers of mega corporations remain largely unsold on that notion. Certainly, that's a fair accusation. First, why is it a sector?
Manufacturers invest most of their capital into physical assets, while high-tech firms invest in R&D to create new intellectualcapital. In today’s market, tech platforms enable IP and relationships to scale rapidly, and at near-zero cost. These assets are typically overlooked, undervalued, and under-managed.
Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Power trickles down.
Prahalad and I urged managers to think in a different way about the building blocks of competitive success. Managers assess performance. To find a cure, we will have to reinvent the architecture and ideology of modern management — two topics that aren’t often discussed in boardrooms or business schools. Power trickles down.
True, emerging market countries are getting better at what they do, and even Europe is on the upswing. What China makes is generally low-priced, with razor-thin profit margins, is available from almost any emerging market supplier, and contains little distinctive or proprietary intellectualcapital. eat our lunch.
Consider the dramatic shift in the types of assets that create market value. According to Ocean Tomo, a consulting firm focused on intellectualcapital, physical assets (plant, property, and equipment) made up more than 80% of the market value of the S&P 500 in 1975. How much is changing?
A platform connects providers and users in a multisided market. Retailers like Walmart and Macy’s manage a supply chain, buying and reselling their own inventory. Let’s see what happens when we connect them rather than manage them — that is, focus on the links rather than the nodes. Human capital.
of the world market, and the second-largest beef producer and consumer. These and other benefits translate into better cost management, agricultural innovation, and increased land productivity and quality. Brazil’s Beef Industry. Brazil is the world’s biggest beef exporter, with 19.6%
Data contributes not only to brand equity, but to what constitutes product and service delivery in globally connected and hyper-competitive markets. Meaningfully defining EvD will help ensure that corporate accounting and risk management standards take into account present day realities.
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