Bertrand Duperrin's Library tagged intellectualcapital →  View Popular, Search in Google

"It's rare a singular metric like turnover or a customer survey score is by itself a good measure of an organization's performance. Most of the more meaningful measures on dashboards of executives today are indices, made up of three to five submeasures. I review the nine most useful and creative performance measures I have seen in government and business organizations over the last few years."

intangiblesmanagement intangible intangibleassets intangiblecapital metrics communication effectiveness customerrelationship satisfaction employeesatisfaction distraction trust aggravation suppliers partners projectmanagement intellectualcapital

"Recently, I posted a response to all the wonderful comments and contributions that you all made to my last post on “Why Companies Shouldn’t Build Online Communities“. As I plan to delve further into this idea of “Social Teams”, I thought I’d re-post that reply as a post in its own right so as to make it easier for people to find and read – so here goes:"

teams communities value valuecreation serendipity ROI intellectualcapital

Value network analysis as applied to innovation from ideation to commercialization provides a possible solution to one of the most challenging business issues in the intangibles economy: describing exactly how intangible assets such as intellectual capital are converted into ideas and other deliverables deployed in purposeful networks to create economic or social value. The ability to visualize, analyze and optimize innovation networks is of great value to both government bodies responsible for regional development and for commercial businesses seeking to bring innovations to market. Specifically making the transition from one phase or "state" of the innovation network to another is often problematic. As additional roles come into play the nature of the interactions change across the entire network. Innovation networks are increasingly complex and relationships must be maintained in some cases for several years. Supporting the integrity and continuity of an innovation network is critical to success.

valuenetworks networks ideation comercialization patterns innovation intellectualcapital

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.

intellectualcapital humancapital relationshipcapital structuralcapital intangibleassets

We know that in the knowledge economy, the location of knowledge work is highly mobile – so “Land” does not have the same significance for making things as it did 100-200 years ago. What about “Labor”? Knowledge workers analyze situations, manage many variables, and create unique solutions. They do not really produce identical knowledge pieces like a machine operator or a production worker –so Labor also means something different than a century ago. The term “Capital” refers to money that would be needed now to build future structures, buy machines and to pay wages. Today money buys access to information, education, and knowledge workers. So we see that many old economic principle may not be as applicable in the new economies.

knowledgeeconomy socialcapital intellectualcapital humancapital creativecapital production innovation innovationeconomics knowledgeworkers

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.

accountability intangibleassets intangible intellectualcapital

It is not a stationary relic I'm talking about. I'm talking about the brand new dinosaur on the block - the classical management pyramid. Time has come to dismantle it and adapt to a new evolutionary and unstructured model that leverages the team effect to ensure that companies can lead change rather play catch up or be left behind.

management organization control pyramid intellectualcapital

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.

crisis intangible intangibleassets management intangiblesmanagement investments intellectualcapital financialanalysis

But in these days of inter-dependence between roles and jobs, many collaboration solutions can be found in informal networks, not in designed, cohesive teams.
Let me inject another contrarian idea: you don’t need any more teams.

teamwork network informalnetworks management intellectualcapital

The key to future competitive advantage will be the organization's capacity to create the social architecture capable of generating intellectual capital. And leadership is the key to realizing the full potential of intellectual capital.

knowledgeeconomy leadership immaterialcapital intellectualcapital humancapital