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 assets bus 290 2013

Intangible AssetsBUS 2902013

R. Okumoto


The value source

The Value Source

Strategy

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


The value source learning growth perspective

The Value SourceLearning & Growth Perspective

  • Strategic Themes

  • Intangible Assets

  • Aligning Intangible Assets


Readiness for change

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

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

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

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

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 capital1

Organization Capital

  • The Basic Four Elements:

  • Culture

  • Leadership

  • Alignment

  • Teamwork


Intellectual property capital

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

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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