Measuring the unmeasurables: Comparing corporate performance through intangibles

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

As the old business cliche goes, “whatever can’t be measured, can’t be managed”. This line is typically rehashed every time there is a lack of data or an unwillingness of employees to record the relevant information for their employer. The belief of managers is that data are kings, and the more data there are, the better the decisions will be, made based on all the evidence provided. Simple, no?

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2016), "Measuring the unmeasurables: Comparing corporate performance through intangibles", Strategic Direction, Vol. 32 No. 3, pp. 28-30. https://doi.org/10.1108/SD-12-2015-0186