Michael D. Moberly April 17, 2017 ‘A business blog about intangible assets where attention span really matters’!
As an IA strategist, there is satisfaction in providing respectful and lucrative guidance to businesses to pilot their IA’s from their identification, assessment, and development stages, including instances of acquisition, through monetization and exploitation, i.e., their conversion to sources of revenue, value, and competitive advantage. This represents a major emphasis, to focus on ‘the revenue and competitive advantage side’ of IA’s and business.
There are indeed, various paths to IA conversion, frequently nuanced by circumstance, context, risk, and business-client objective. Devising particular, i.e., good, better, best strategies to convert IA’s, often depends on – may vary relative to issues and/or challenges related to (past-present-future) control, use, ownership of the assets, and the assets’ origins and development, which may already, or will likely be, in play. In most instances, the process remains rather constant, which is to identify, unravel, assess contributory role and value, and ensure the assets in play are effectively safeguarded in a manner commensurate with the IA’s contributory role and value and conversion strategy.
Aspects to IA conversion that should not be overlooked or underestimated are ensuring execution will not influence new challenges and/or risks to surface that provoke a party to wholly withdraw from a proposed or pending transaction.
For these, and other reasons, especially in today’s go fast, go hard, go global workforce and business (transaction) environment, unraveling and endeavoring to lucratively and competitively resolve IA-related challenges, risks, or disputes (proactively, when possible) surely warrants having concurrent and at will executable capabilities to engage rapidly, knowledgeably, and effectively, ala IA operational familiarity.
To be sure, I am not suggesting here that all business challenges and risks today are sparked by misunderstandings, misgivings, or alternate interpretations about the disposition, contributory value, ownership, control, or use – exploitation of IA’s, most any of which, if materialized, would deliver a strong probability for adversely affecting any-all IA’s in play, absent safeguards and risk prevention – mitigation.
However, it is quite imprudent for business leadership-management teams to exhibit dismissiveness and/or disregard for the globally universal economic fact that 80+% of their company’s value, sources of revenue, and ‘building blocks’ for growth, sustainability, and future wealth creation lie in – derive directly from IA’s. It’s prudent on the other hand, to anticipate and expect there are always potentialities for challenges-risks to emerge for most every conceivable type of transaction or initiative. That’s because, IA’s are always on and inevitably in play!
Again, and obviously, the primary objective is to mitigate, if not prevent, risks from materializing, especially those which can (will) manifest as business impediments, stifle a transaction’s momentum, and/or spawn new risk variants that will likely yield, absent rapid and effective intervention, uncompetitive and unproductive outcomes.
That said, as a practitioner, I see the stewardship, oversight, and management of IA’s being realized – accepted by the forward thinking, as business operation norms today. In other words, IA’s should not be cordoned off as the exclusive (do not touch) domains of legal counsel, accounting, or auditing. For those business leaders – managers not already so inclined, there is ample evidence to suggest it’s now essential to acquire, and have, at the ready, sufficient IA operational familiarity upon which, deliberate, lucrative, competitive, and executable strategies can emerge rapidly, and perhaps, most importantly, at will.
There is no objective or persuasive doubt today, that growing percentages of business relationships and transactions emerge, develop, and execute on-the-basis-of ultra-valuable and ultra-competitive IA’s being available and in play. As such, the stakes and outcomes to business transactions and initiatives are indeed, high. So, it is here that I believe, respectful,
knowledgeable, and genuinely collaborative IA strategists must be ‘permanently’ positioned to…
…provide the necessary and relevant counsel to develop lucrative-
competitive strategies (paths) to benefit IA intensive-dependent
businesses and companies by unraveling, mitigating, and/or preventing
materialization of risk that will undermine asset value, revenues, and