Intangible assets bus 290 2013
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Intangible Assets BUS 290 2013. R. Okumoto. The Value Source. Strategy

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Intangible Assets BUS 290 2013

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Intangible AssetsBUS 2902013

R. Okumoto


The Value Source

Strategy

“How an organization intents to create value for its shareholders, customers and employees.”


The Value SourceLearning & Growth Perspective

  • Strategic Themes

  • Intangible Assets

  • Aligning Intangible Assets


Readiness for Change

  • When is an Organization Ready for Change?

    • When Human Capital in Job Families are aligned to the Strategic Themes

    • When Information Capital is aligned to the Strategic IT Applications

    • When the Culture, Leadership, alignment & teamwork reinforce the changes required by the organization to execute the strategy

    • When Intellectual Property is developed and available to support Strategic Themes

    • When Social & Political Capital are identified, accounted, aligned, and available to support Strategic Themes


Alignment / Strategic Readiness

  • Strategic Alignment of Intangible Assets is the Dominant Principal in creating Value

  • Managing Intangible Assets

    • Define the Asset

    • Align the Asset to the Strategy

    • Measure the degree of Readiness


Human Capital

  • Foundation Points:

  • Human Capital must be aligned to the Strategy

  • Critical staff defined as individuals performing critical internal processes in the Strategy Map

  • Managing Human Capital:

  • Step 1 – Identify Strategic Job Families

  • Step 2 – Build the Competency Profile

  • Step 3 – Assess Human Capital Readiness

  • Step 4 – Design the Human Capital Development Program


Information Capital

  • Foundation Points:

  • Information Capital must be aligned to the Strategy

  • Critical Applications are defined as performing critical internal processes in the Strategy Map

  • Managing Information Capital:

  • Step 1 – Describe Information Capital

  • Step 2 – Align Information Capital to the Strategy

  • Step 3 – Measure Information Capital Readiness


Organization Capital

  • “The ability of the organization to mobilize and sustain the process of change required to execute the strategy”

  • High Level of Organizational Capital:

    • Shared understanding of Vision, Mission, Values & Strategy

    • Strong Leadership

    • Performance Culture around the Strategy

    • Shares knowledge throughout the organization


Organization Capital

  • The Basic Four Elements:

  • Culture

  • Leadership

  • Alignment

  • Teamwork


Intellectual Property Capital

  • Foundation Points:

  • IP Capital must be aligned to the Strategy

  • Critical Development, Acquisition, and Inventory is aligned to Strategic Themes on the Strategy Map

  • Refer to the Innovation Process

  • Managing IP Capital:

  • Step 1 – Describe IP Capital – Patents, Know-how, Proprietary

  • Step 2 – Align IP Capital to the Strategy

  • Step 3 – Measure IP Capital Readiness


Political & Social Capital

  • Foundation Points:

  • Political & Social Capital must be aligned to the Strategy

  • Relationships, Markers, History must be Inventoried and aligned to Strategic Themes on the Strategy Map

  • Refer to Regulatory & Social Processes

  • Managing Political & Social Capital:

  • Step 1 – Describe Political Capital – Relationships, Markers

  • Step 2 – Describe Social Capital – Community support, reputation

  • Step 2 – Align Political & Social Capital to the Strategy

  • Step 3 – Measure Political & Social Capital Readiness


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