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Although they can have a huge impact on the market value and image of a company, intangible assets are often neglected by managers as they are difficult to evaluate. So-called “organisational capabilities”, the products of investment in staffing, training, compensation, communication and other HR areas, are key intangible assets that are more difficult to copy than product strategy and technology. The article tells us how these assets can be measured.
Time abuse is something different from the more frequently discussed problem of time management. Whilst lessons in time management can help many of us become more effective, such help will have little impact on true time abusers as their problem arises from deeper psychological conflict and not from poor organisation.
Intangible assets, such as a skilled work-force, patents, a loyal customer base, brands and processes actually generate most of corporate growth and shareholder value and are what give most modern companies their competitive edge. The problem is that companies heavy in intangible assets are often subject to mispricing of their shares – in both directions. The author describes the effect this has and how to break the mould.
From the HBR case study series, a music and media company finds itself under pressure when the designated successor to the aging CEO decides to leave unexpectedly – and looks like taking some key talent with him. This is especially painful as the leadership of the company feels it has a well-conceived succession plan and management development programme. So how should the company now respond? Four experts give their opinions.
Imitation is a fundamental part of human nature - and technological progress tends to amplify its effects. This has some virtues, in the form of inspiration and aspiration, but can also lead to instability and unpredictability when a single opinion becomes multiplied out of all proportion. The author describes the phenomenon and makes some suggestions on how to understand the dynamics of imitation better and exploit the opportunities it offers.
There is nothing revolutionary about the observation that people do their best work when their jobs most closely match their underlying interests, but the authors claim to have identified four distinct dimensions of “people” or “relational” work as they call it, which can be used in improving selection, choosing assignments and career development.
Harry S. Truman did not have an ounce of charisma, but he was one of the most successful chief executives in US history. Peter Drucker draws on over 65 years of consultancy to describe the eight practices that he has observed as being crucial to success as an executive. Most interestingly, as the example of Truman partly illustrates, they are independent of personality, style, values and strengths.
Global competition and automation are transforming the services sector, in a kind of industrialisation of services similar to what happened to the manufacturing industry in the1980´s. To survive this revolution, service companies must embark on a competitiveness fitness programme and start defending themselves. The author tells us what companies can do.
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