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The 4th World Congress on Intellectual Capital. José María Viedma Marti Professor of Business Administration at the Polytechnic University of Catalonia and President of Intellectual Capital Management Systems. IICBS Innovation Intellectual Capital Benchmarking System. Global Marketplace.

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The 4th World Congress on Intellectual Capital

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The 4th World Congress on Intellectual Capital

José María Viedma Marti

Professor of Business Administration at

the Polytechnic University of Catalonia

and President of Intellectual Capital Management Systems

IICBS Innovation Intellectual Capital

Benchmarking System


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Global Marketplace

  • Multinationals accelerate

  • the process

Any business sector

  • Interlinked economy

  • Global markets

  • World = Global village

  • Telecomunications

  • Transportation

  • Strategic alliances

  • Strategic networks

  • Franchise

  • Cooperation agreements

Excellent competitor

?

COMPETITIVE “GAP”

Own company

BIG COMPETITION


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La Sagrada Familia


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Reality was recognizable


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Harder to recognize


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You could still tell what was going on


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Impossible to see what was going on


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Sources of excellence or sustainable competitive advantage

Most meaningful paradigms

  • ManagementStrategic Management

  • Virtual corporation·Resource based view

  • Networking organisation

  • Intelligent enterprise

  • Knowledge creating company

  • Learning organisation

  • Horizontal organisation

  • Centerless corporation

  • Innovative organisation

Conclusion: Knowledge and intellectual capital are the

only sources of sustainable competitive advantages


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Strategy formulation: Shifting from an industry

focus to a resource focus

The Industry Environment

The Firm

  • Goals and Values

  • Resources and Capabilities

  • Structure and Systems

  • Competitors

  • Customers

  • Suppliers

Strategy

The Firm-Strategy Interface

The Strategy-Environment Interface

Source: Robert M. Grant 1998.


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The relationships among resources, capabilities and

competitive advantage

Key success factors

Best in class competitors

Competitive

advantage

Strategy

Core capabilities

Resources

Intangible

Tangible

Relational

Physical

Financial

Human

Structural

Core capabilities = Core competencies = Intellectual capital

Based on Robert M. Grant 1998


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Company Value Creation Tree

C

i

Service B

Product A”

Service C

Product B’

Service A’

Product C’

Process C

Process B

Process B

Service C”

Product A

Process A

Process C

Process A

Process C

TANGIBLE

RESOURCES

PRESENT

(Value Extraction)

INTANGIBLE RESOURCES

COMPETENCIES

INTELLECTUAL

CAPITAL

KNOWLEDGE

CAPABILITIES

HUMAN

CAPITAL

STRUCTURAL

CAPITAL

RELATIONAL

CAPITAL

KNOWLEDGE

KNOWLEDGE

KNOWLEDGE

KNOWLEDGE

KNOWLEDGE

© Intellectual Capital Management Systems


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Company Value Creation Tree

C

i

New Product M’

New Product M

New Product M”

Service B

Service A”

New Process

Service B”

Service B’

New Process

New Process

Service C

Process B

Service A’

Process B

Service C’

Process A

Process C

Process B

Process A

Process C

Service A

Service C”

Process C

Process A

TANGIBLE

RESOURCES

FUTURE

(Innovation)

TANGIBLE

RESOURCES

PRESENT

(Value Extraction)

NEW INTANGIBLE RESOURCES

INTANGIBLE RESOURCES

INTELLECTUAL

CAPITAL

NEW

COMPETENCIES

NEW

CAPABILITIES

COMPETENCIES

CAPABILITIES

NEW INTELLECTUAL

CAPITAL

HUMAN

CAPITAL

STRUCTURAL

CAPITAL

RELATIONAL

CAPITAL

KNOWLEDGE

KNOWLEDGE

KNOWLEDGE

KNOWLEDGE

KNOWLEDGE

HUMAN

CAPITAL

STRUCTURAL

CAPITAL

RELATIONAL

CAPITAL

KNOWLEDGE

NEW

KNOWLEDGE

NEW

KNOWLEDGE

NEW

KNOWLEDGE

© Intellectual Capital Management Systems


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Business Process Value Chain

ICBS = OPERATIONS INTELLECTUAL CAPITAL BENCHMARKING SYSTEM

ICBS = INNOVATION INTELLECTUAL CAPITAL BENCHMARKING SYSTEM

Innovative

Products and

Services

Current

Products and

Services

Customer

need

Identified

Customer

Need

Satisfied

Innovation

Value Chain

Operations

Value Chain

PROJECTS

CURRENT

PROCESS


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What to Benchmark ?

  • New Business designs

  • Innovation core capabilities

  • Innovation Intellectual Capital

Own Company

Best Competitor

Fast FoodBocattaMc Donald’s

ApplicationLogic Control SAP

Software

TelecommunicationsEricssonNokia

Technology

PharmaceuticalAlmirallMerck

Services

CasualWearCortefielZARA

Retailing


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COMPANY B

COMPANY A

The IICBS Framework

Customer

Emerging

needs

Benchmarking

Project 1

Project (h)

Objectives

Objectives

GAP

Benchmarking

New

Products

New

Products

and

services

GAP

and

services

(h)

Benchmarking

New

New

Processes

Processes

GAP

(h)

Benchmarking

Project

Benchmarking

New

company

New

company

Objetives

core

capabilities

core

capabilities

GAP

(h)

Benchmarking

New

Professional

New

Professional

core

capabilities

GAP

core

capabilities

(h)

COMPANY A

Benchmarking

COMPANY B

innovation

innovation

GAP

infraestructure

infraestructure

(h) =

homologous


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Project capabilities

Financial

Results

New professional core capabilities

Emerging

customer

needs

Competitive

Segment

environment

New

core

capabilities

New products

and services

Project

Value Chain

Competitive advantages core business activities

Competitive advantages outsourcing activities

Competitive advantages alliance activities


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Common R+D infrastructure

Project 1

Project 2

Project 3

Project ...n

R+D INFRASTRUCTURE

a) Innovation and strategy

b) Technology standard

c) R+D integration

d) R+D organization

e) Innovation resource allocation

f) Technology information systems

g) Technology Managements systems


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The eight factors framework

1

8

Emerging

needs

Financial

results

2

7

Project

Objetives

Company innovation infrastructure

FACTORS

3

6

New Products

and services

New professional core capabilities

4

5

New processes

New core capabilities


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The eight factors framework

  • Emerging needs. Potential or emerging customer segment needs that the

  • company expects to cover through the project.

  • Project objectives. The project is the innovation business unit that leads to

  • new products and services through new processes using company and

  • professional core capabilities and company innovation infrastructure. The

  • ultimate objectives of the projects are the expected financial results.

  • New products and services. New products and services with their attributes

  • and characteristics and functions.

  • New processes. Primary and support value chain activities that produce the

  • project’s new products and services. These activities are made up of core

  • project activities, outsourcing activities and strategic alliances and

  • cooperation agreement activities. Competitive advantages will be generated

  • mainly in the different value chain core project activities.

  • New company core capabilities. Essential knowledge or core capabilities that

  • will make it possible and will give way to competitive advantages, new processes

  • and new products and services within the project.


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The eight factors framework

  • New professional core capabilities. Professionals, managers and support staff

  • capabilities that will generate and perfect core capabilities and core

  • competencies.

  • Company innovation infrastructure. Research and development infrastructure

  • (tangible and intangible assets) that the company has and that is for the use of

  • the different projects.

  • The company innovation infrastructure covers the following issues:

    • Is technology innovation part of the business strategy?

    • What is the company’s knowledge and technology standard?

    • Is the R+D department working together with the other main departments?

    • How well organised is the R+D department?

    • How many resources are allocated to the innovation function?

    • Are there any technologies informations systems? How are they performing?

    • How are they performing the technology management systems?

  • Financial results. Expected economic and financial results from the

  • project


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Specific IICBS framework

Criteria

Questionnaires

Factors

7

8

Criteria 1

Criteria 2

Criteria 3

..........

Human Capital 2

Structural Capital 2

Relational Capital 3

..........

6

IICBS

framework

1

Capability 1

Capability 2

Capability 3

..........

5

2

4

3


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From general framework to specific framework

General Context

Specific Context

Specific

framework

The general

framework

Core Capabilities

Benchmarking

Competitive

Benchmarking

Best

Competitors

project

Value Chain

8 factors

xx Criteria

xxx Questionnaires

8 factors

a, b,... Criteria

m,n, p... Questionnaires

Best international

competitors

Core capabilities

evaluation

Benchmarking

Key competitiveness

drivers

The 8 Factors

Framework

Specific competitiveness

factors and criteria which

are relevant in a given

project activity

Our company

project

Value Chain

Our company


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Benefits from using IICBS I

  • Learning from the best competitors that surpass one’s own

  • competitive innovation capabilities

  • Identifying the specific innovation capabilities factors and

  • criteria which are relevant in a given business activity.

  • Through the IICBS factors framework, enabling the identification,

  • audit and benchmark of the innovation core capabilities or

  • innovation intellectual capital that are the main sources of long

  • term sustainable competitive advantages.

  • When using IICBS in an orderly systematic and repetitive way we

  • obtain innovation capabilities balance sheets, that are future

  • oriented and complement and perfect finance balance sheets

  • leading companies to leveraging innovation intellectual capital.


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Benefits from using IICBS II

  • Selecting in a systematical and organised way the necessary

  • information for evaluating relevant factors, core innovation

  • capabilities and innovation intellectual capital.

  • Identifying the key areas in which in-depth benchmarking can

  • be carried out in the future.

  • Promoting organisation learning through benchmarking teams,

  • assessment teams, project teams and strategic teams.

  • Introducing a common language for company managers when

  • dealing with intangible and intellectual assets.


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Benefits from using IICBS III

  • Measuring the reliability concerning the relevant information

  • and the progress of acquiring this information.

  • Facilitating the work of the benchmarking and competitive

  • intelligence teams.

  • Facilitating the work of the knowledge and intellectual capital

  • managers.

  • Giving to the SME’s managers access to innovation capabilities

  • and innovation intellectual capital management in a systematic

  • and organised way


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