Managing Intangible Assets

Creating wealth through the intangible assets people provide

History shows that sustaining the rate of growth of a business over time is a significant challenge because along the way the strategy for achieving greater comparative gains can fail. Our more than decade of experience in addition to a mountain of evidence point to one particular factor as a primary cause, the approach to management of intangible assets. These are the capabilities of people, flow of information (the lifeblood of lean philosophy) and organizational capital: leadership, teamwork, alignment and culture.

The traditional management approach often leads to gaps between what leaders want and the ability of the organization to achieve it. Flaws can exist even within rapidly growing organizations because short-term competitive advantage will conceal them. But as conditions change and place companies under greater strain as larger gains are required to sustain the rate of past growth, these defects can surface to do significant damage. This is often because the decisive intangible resources are largely invisible to leaders through the conventional approach. Creating value from them differs from that derived from those that are tangible. Success in today's environment will to a significant degree depend upon understanding that actuality.

It is on that difference we concentrate our efforts.

We do this by:

  • Review of the building blocks of the organization or functional strategy.
  • Develop understanding of the initiatives planned to realize broad objectives.
  • Visualize the cause-effect linkages between desired outcomes and value-stream of the relevant process. Determine what activity drivers have the greatest material impact on potential outcomes.
  • When warranted, conduct a readiness assessment to ascertain the level of preparedness in related roles.
    • Level 1 - aggregate information on three categories: competencies, informational capital and organizational capital
    • Level 2 - information on how each intangibe asset relates to its targeted internal processes
    • Level 3 - describe characteristics of individual intangible assets
  • Translate strategic objectives into targets and measures -- align actions and capablities with the organization's value proposition.
  • Develop a performance profile of required competencies based upon applicable objectives of the role.
  • When it is required, procure external talent to match the necessary capabilities.

The ability to provide leaders with a lens that will enable them to better see the basic elements of human interaction beyond the cold dry facts of budgets and financial reports helps create sources of significant new wealth without great cost or risk.

That capacity combined with a global reach and extensive network of consultants, represents a unique resource for those we serve.

While our assignments may support our clients' principle strategic goals, we are not strategy consultants. Our mission is to make strategic plans a reality.

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