Globalization has changed us into a company that searches the world, not just to sell or to source, but to find intellectual capital - the world's best talents and greatest ideas.
In companies whose wealth is intellectual capital, networks, rather than hierarchies, are the right organizational design.
The information revolution has changed people's perception of wealth. We originally said that land was wealth. Then we thought it was industrial production. Now we realize it's intellectual capital. The market is showing us that intellectual capital is far more important that money. This is a major change in the way the world works. the same thing that happened to the farmers during the Industrial Revolution is now happening to people in industry as we move into the information age.
High office teaches decision making, not substance. It consumes intellectual capital; it does not create it. Most high officials leave office with the perceptions and insights with which they entered; they learn how to make decisions but not what decisions to make.
Intellectual capital will always trump financial capital.
Intellectual capital is the most valuable of all factors of production.
Most high officials leave office with the perceptions and insights with which they entered.
Knowledge is only useful if you do something with it.
The information revolution has changed wealth. Intellectual capital is far more important than money.
There was a transition going on - Baghdad being the intellectual capital of the world where major advances were made in agriculture and mathematics and engineering and medicine and astronomy, and then that all sort of collapsed. And I was trying to understand how such a intellectually fertile environment can lose its compass bearing. Because I think about the creative centers today - countries, or even regions. Will Silicon Valley always be as innovative? Will the United States be innovative, or will we become complacent?
Intellectual capital is the main determining factor and the base for economic and social development to any country.
Advocates of knowledge management as the next big thing have advanced the proposition that what companies need is more intellectual capital. While that is undeniably true, its only partly true. What those advocates are forgetting is that knowledge is only useful if you do something with it.
Baker has done it again! Building on the core principles that he advanced in Professional's Guide to Value Pricing and The Firm of the Future, Ron Baker has again evolved thought leadership on the critical dynamics of value and pricing. Baker's latest work, Pricing on Purpose: Creating and Capturing Value, provides real-world examples and practical strategies that provide a framework for pricing optimization. His clarity of purpose and passionate call to action resonates in today's intellectual capital economy.
I'm fond of observing how obsession is the most durable form of intellectual capital.
When a small business grows like eBay did, it has a multiplier effect. It creates other small businesses that supply it with intellectual capital, goods and services.
The convictions that leaders have formed before reaching high office are the intellectual capital they will consume as long as they continue in office.
Cabinet members are soon overwhelmed by the insistent demands of running their departments. On the whole, a period in high office consumers intellectual capital; it does not create it....The less ministers know at the outset, the more dependent they are on the only sources of available knowledge; the permanent officials.
Nature first, then theory. Or, better, Nature and theory closely intertwined while you throw all your intellectual capital at the subject. Love the organisms for themselves first, then strain for general explanations, and, with good fortune, discoveries will follow. If they don't, the love and the pleasure will have been enough.
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