Michael D. Moberly June 22, 2017 firstname.lastname@example.org ‘A business intangible asset blog where attention span really matters’.
There are certain objectives intangible assets (IA) strategists, trainers, and risk specialists have when engaging clients, two key one’s are…
• ensuring their rationales to business leadership and management teams
for achieving IA operational familiarity resonate, on their terms and
in their context, and
• explaining IA’s contributory role, value, and relevance to their
products, services in terms of competitiveness, revenue, value, and
To be sure, there are numerous business concepts and practices which are less challenging to explain than IA’s (intangible assets) especially to those who have no, or hold only an introductory familiarity with IA’s. Either usually translates to being unaccustomed to distinguishing and exploiting assets, intangible and otherwise, insofar as recognizing and assessing their contributory role and value to a specific project or company as a whole.
I have learned, at least some of the challenges eluded to above are variously related to the variously obscure, cryptic, and somewhat off-putting language used to describe (operationalize) intangibles in business operational contexts, e.g., they
• are non-physical ‘things’ with no set monetary value.
• lack conventional sense of physicality.
• assessing and monitoring and IA’s role, value, and performance within
a company, using conventional methodologies, often produce misleading
and inaccurate indicators.
Admittedly, in many sectors, IA practices are perceived and interpreted as being largely theoretical and absent practical relevance, best espoused in university lecture hall. Yes, IA’s do lack physicality and bear no ’brick and mortar’ (tangible) components, nor are they readily amenable to conventional methods of measurement, management, valuation, and accounting collectively making explanation and rationale murky and suspect.
I find some business leaders and management teams, even though they have invited me to lead conversation about their IA’s, find it personally-professionally challenging to step outside their ‘past practice’ comfort zones and their formative b-school curricula to actively engage IA’s. Finding motivation and rationale to consider contemporary alternatives being espoused easily gets translated as ‘why change what seems to work nicely, thank you’?
Business leadership are generally driven by a sense of pragmatism for meeting quarterly objectives and achieving returns-on-investment, and are also quick to exercise risk aversion when either appears in jeopardy. These operational characteristics-behaviors, while admirable and often rewarded accordingly, also contribute to skepticism about embracing practices which depart from the norm.
Still, the objectives are clear…articulate what intangible assets are, what they aren’t, the various forms they take, and depending on how and when they’re effectively applied and exploited, can lay valuable and strategic foundations to elevate a company’s value, sources of revenue, competitive advantage, market position, and sustainability.
IA strategists and risk specialists in-the-course of conducting seminars, training, and small group briefings are obliged to advise company-business leadership to acquire, develop, and have at the ready, a repertoire of expertise regarding intangible assets designed to proactively address issues and risks which can rapidly materialize particularly in business environments where IA intensity and dependency have indeed, become the norm.
After all, it is an irrefutable economic fact that 80+% of most company’s value, sources of revenue, competitiveness, growth potential, and sustainability lie in – emerge directly from IA’s.
Thanks for taking your time to read!