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«La vocation des produits TIC est de générer des gains de productivité»
L’immatériel constitue aujourd’hui un enjeu incontournable pour l’ensemble de l’économie. A en croire certains, les actifs immatériels ont un rôle non négligeables en termes de croissance. C’est la raison pour laquelle nous aimerions approcher avec vous le profil macroéconomique de cette «nouvelle» économie de l’immatériel.
Tout d’abord, si vous me le permettez, il est nécessaire de clarifier les définitions et les différents concepts dont on parle, et avec lesquels tout le monde n’est pas forcément familier.
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Dans la «knowledge economy», le savoir et la production intellectuelle deviennent des inputs de production, la matière première, mais également l’output de cette nouvelle catégorie d’industries (en d’autres termes, on produit du savoir, ou des œuvres de l’esprit, avec d’autres savoirs ou œuvres de l’esprit). Tout cela correspond à de l’information «numérisable» qui peut être «traitée» par les TIC.
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La nouvelle économie est plus difficile à définir. Elle traduit l’impact des TIC et de la knowledge economy sur les processus productifs, la réorganisation des chaînes de valeur et on pense bien entendu que cette réorganisation des chaînes de production s’est basée sur des gains de productivité.
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The State of Intangibles Measurement - KPI's Are An Imperfect Answer
In the industrial economy, we had lots of ways of measuring our work. It was a mostly physical process so we could literally see what was going on. Our financial systems were built around this industrial model and we could also put dollar values on products as they progressed through factories and machines, converting raw materials into finished goods.
The shift to a knowledge economy has changed that. A lot of the value created today happens inside peoples’ heads or their computers. This is the case in service and technology businesses but even in manufacturing settings where it is the process, not the product, that creates so much of the value.
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Well here’s what worries me. KPI’s are by definition a small number of indicators. There is no guarantee that KPI’s are the right metrics. And they can be manipulated.
Projet de transformation : de la méthode SVP
Mais plus encore que la démonstration, les dirigeants devront sensibiliser les employés sur le fait qu’un projet de transformation n’a pas pour seul objectif d’améliorer le profit de l’entreprise, son expansion / ou sa survie sur le marché. Il a également pour objet de créer des avantages intangibles, tels que le développement des compétences et du travail en équipe, la création d’un environnement de travail plus satisfaisant et bien d’autres avantages encore.
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Les dirigeants devront donc informer les employés sur la date d’arrêt des anciennes méthodes et par conséquent de la mise en œuvre des nouvelles (sans dérogation possible).
Intangible Definitions | Smarter Companies
Intellectual Capital (IC) - This is a phrase and a concept which was popularized in the 1990’s to explain the significant shift in our economy and businesses as knowledge became the key competitive advantage in the global market. The focus of IC is how intangibles are manifest in an organization. The field of intellectual capital has identified three main categories of intangibles, each of which has a different character. It is important to understand individual intangibles as well as how they work together as a whole:
* Human Capital - This includes all the talent, competencies and experience of your employees and managers. This is the intellectual capital that “goes home at night.”
* Relationship Capital - This includes all key external relationships that drive your business, with customers, suppliers, partners, outsourcing and financing partners, to name a few. This kind of capital also includes organizational brand and reputation. Due to the growing importance of networks in organizational structures, this is also sometimes called Network Capital.
* Structural Capital - This includes all knowledge that stays behind when your employees go home at the end of the day. There is significant structural capital in today’s organizations including recorded knowledge, processes, software and intellectual property.
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On average, roughly 80% of the value of today’s corporation is intangible.
Intangibles Mismanagement and the Current Crisis
As we end this tumultuous week, I have a few thoughts on the relationship between intangibles management and the current crisis.\n\nHow bad intangibles management got us into this mess…\n\nA financial company's principal intangible assets are its people, its management, its processes, its brand and its customers. While all of these are important and none can be understood in isolation, process deserves special attention in this case. Processes are the way that a company institutionalizes its collective knowledge and experience. The unique processes of a financial company include those for processing transactions and managing risk.
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Most businesspeople continue to focus on financial analysis. If the balance sheet and income statement look good, the reasoning goes, we should be in good shape. But financial results are about the past. The future comes from those intangible assets I mentioned earlier: people, management, processes, brand and customers. In this crisis, bad management and bad process pulled down the brand, the financials and, in some cases, the whole company.
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How will American businesses find their way out of this mess? It certainly won’t be by building factories or new machines. The answer will come from the use of technology and knowledge-those same intangible assets (people, management, processes, brand and customers) can and will be leveraged to improve existing businesses and create new ones.
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Metrics Innovation
As the late mathematician Richard Hamming tartly observed, “The purpose of computing is insight, not numbers.” That’s also the goal of innovative metrics. The measure of the success of innovative metrics is how clearly they convey the value - and risks - of the innovation. Watt’s steam engines, P&G’s soap, and Intel’s microprocessors might well have dominated their markets without novel metrics. But for these businesses and many others, innovative metrics made selling their products to a large number of customers a much less difficult prospect. Indeed, as many innovators are learning, oftentimes the best way to take the measure of a new market is to create a new measure for the market.
Intellectual Capital from the Analyst Point of View | I-Capital Advisors
In developed economies today the most important factors associated with corporate competitiveness and growth are invisible. These intangible assets – collectively called intellectual capital – range from staff and management skills, software, R&D, brands and patents all the way to strategies, processes, and relationships with suppliers and customers. Yet despite its paramount importance, intellectual capital is still neither reported by companies nor valued by capital markets systematically and broadly.
The current state of accounting for a company’s assets, developed over centuries according to evolving economic needs, is not synchronised with today’s economic reality. If this less than full treatment of intellectual capital is continued, the associated adverse effects could be far-reaching: the cost of capital could remain inadequately high for many companies (particularly for those innovative, highly knowledge-intensive ones), investors and lenders might risk missing out on potential opportunities, and the economy on potential growth.
The Intangible Tipping Point | I-Capital Advisors
“We are going to look at this moment as the transition from the world in which the U.S. made things that were physical and tangible goods to the U.S. making things that are intangibles, ideas, not just services but things that have some longevity and value to others…In the interim here, we will see an enormous amount of unemployment and dislocation. But if we look forward a couple years, we are going to see an economy is in fact creating jobs, just a different kind than we are used to.”
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First, create better methods for measuring and managing intangibles
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Second, use this know-how to recreate the act of making tangible goods
Characteristics of the Knowledge Economy, continued
In the 21st century, comparative advantage will become much less a function of natural resource endowments and capital-labour ratios and much more a function of technology and skills. Mother nature and history will play a much smaller role, while human ingenuity will play a much bigger role.
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The IT revolution has intensified the move towards knowledge convergence, and increased the share the knowledge stock of advanced economies
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Flexible organizations reduce waste and increase the productivity of both labor and capital by integrating worker cognition and action at all levels of their operations.
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PMEKMO : La valeur immatérielle de l’entreprise devient son atout principal
L’effondrement de la société industrielle est déjà en train de se passer. La seule chose que nous pouvons faire, c’est éviter que l’effondrement ne soit une catastrophe sociale et écologique. Il y a une très forte tendance de croire que le libre marché va tout résoudre. Or, le libre marché ne peut pas tout résoudre et certainement pas dans la Société de la connaissance. Les industries continueront de produire des objets mais avec moins de main-d’œuvre. Elles s’automatisent complètement ou externalisent davantage vers l’Asie. Demain, 70 à 80 % de la population travaillera dans des services immatériels. La valeur immatérielle de l’entreprise devient son atout principal. C’est ce qu’on appelle l’intangible asset, l’acquis immatériel.
Content Matters
“You have to think about your employees as your most important and valuable asset.”
Business analytics / business intelligence leader SAS is an incredible success story that owes its success to many factors, not the least of which is its employees:
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Employee tools at SAS:
• SAS Wide Web (intranet in multiple languages)
• Using SharePoint 2007 (MOSS)
• Employee Blogs
• Employee Wikis
• SAS Video portal (executive updates, podcasts, webcasts, town hall meetings)
• Two sound stages at SAS working every day -
Four Critical Dimensions (Insight into change):
1- Human Capital
2- Knowledge Processes
3- Culture
4- Infrastructure - 1 more annotations...
The Value of Knowledge - Part III
As long as software is viewed as a expense that must realize short-term returns, corporations will be paying over and over for similar business function without the benefit of reuse. You will never make that shift from what we presently call management of information, viewed as technical efficiency, to an asset management perspective. The expense of acquiring information capabilities must change to become a means for gaining knowledge capital.
The Value of Knowledge - Part I
1. How does one put a value on the value of knowledge?
2. What do you call it after you recognize that knowledge in your enterprise has value?
3. And how do you use knowledge as opposed to indiscriminately discarding it as an asset?
ROI et TCO Le perfologue le blog de la performance
Demeuré pratiquement inchangé depuis le début du siècle dernier (Du Pont de Nemours), le calcul n'envisage que les retours financiers directs. Particulièrement pratique pour évaluer la rentabilité des investissements générant rapidement du cash, il est totalement inadapté pour mesurer la potentialité des projets de nouvelle génération.
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La principale difficulté se situe d’ailleurs à ce stade de la réflexion. Mettre en place une solution technologique comme un ERP, un produit CRM ou un système de Business Intelligence s’inscrit dans une démarche globale de concrétisation d’une stratégie établie. En aucun cas, un projet de ce type ne peut être entrepris après en avoir découvert le besoin par hasard, en croisant un consultant persuasif ou un client exigeant.
Vendre !: Pas de jeu sans enjeu
La vente de biens immatériels comme par exemple des logiciels d'entreprise (business-to-business ou B2B) comporte une difficulté majeure : connecter l'acte de vente au métier de l'organisation cliente.
Research Made Easy: human resource
This paper will try to discuss and present evidences that support the idea that the transformation of the human resources into a valuable asset is a one of the key issue of strategic management in the service sector.
The Irrelevance of Quarterly Results in the Knowledge Economy | Huddlemind Labs
Quarterly financial results are totally meaningless as an indication of value created. Throw out your Income Statement and your Balance Sheet and get cracking on creating intangible assets if you want to make it in this knowledge economy.
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