Operations Present Value Technology 
Great Leadership By Dan
MAY 14, 2015
He is the vice president of global human resources operations for Amgen Biotechnical Corporation, the world’s largest biotechnical company. Bagley resides in Simi Valley, California, with his wife and four children.
Harvard Business Review
JANUARY 11, 2012
Can we get to the market without any technological miracles? After exploration, there are lots of ways to plan, but at the very least a good plan details the target customer, crucial stakeholders, the essence of the idea, key economics, the commercialization path, proposed operations, the team, financial requirements, and the action plan.
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Harvard Business Review
MARCH 29, 2018
We have identified how hospitals’ budgeting systems have erected three distinct barriers to the adoption of technology. These barriers, however, can be overcome by changing how hospitals acquire new technology and by providing incentives to units to use digital innovations to provide more effective and efficient care.
Harvard Business Review
JUNE 8, 2018
In our recent HBR article , we argued that financial statements fail to capture the value created by modern digital companies. Since then, we interviewed several chief financial officers (CFOs) of leading technology companies and senior analysts of investment banks who follow technology companies.
Harvard Business Review
FEBRUARY 24, 2014
While on the surface, the dirty business of fossil fuels is nothing like Silicon Valley, many in the oil business have moved beyond the standard net present value (NPV) model for assessing the merit of investments. What if I suggested that the best place to look for answers could be the shale oil fields of North Dakota?
Harvard Business Review
AUGUST 3, 2018
In a recent HBR article , we claimed that modern digital companies such as Uber, Facebook, and Alphabet play an increasingly important role in the economy, but their financial statements fail to capture company’s main value drivers. The first category should describe the amount spent on supporting current operations.
Harvard Business Review
MARCH 23, 2015
They’re essentially asking the company to take the cash it has generated through its business operations and spend it on something with an uncertain future return. Everyone always wants new equipment — new computers or other hot technologies. The two founding partners were both engineers who loved technology.
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