Michael D. Moberly July 19, 2017 email@example.com A business intangible asset blog where attention span really matters.
Intangible asset expertise allows professional service firms to legitimately guide business leadership to overcome their reluctance to engage their intangible assets.
Reluctance and/or hesitancy to engage a company’s IA’s…is attributed in large part, at least in the U.S, to limited opportunities for business leadership and management teams to acquire operational familiarity (with intangible assets) at strategic-decision making levels. This includes university coursework in which intangible assets, for various reasons, still largely elude many MBA, business, and law school curricula.
Having made numerous presentations to business and law school students and faculty…in various contexts and venues about IA matters, their questions and comments suggests the preparatory familiarity and research regarding intangible assets is often rooted in context related to conventional accounting practices. Treating IA’s solely through the highly structured and rules oriented lens of conventional accounting and valuation, leaves little receptivity or incentive to examine IA’s in practical and contributory role and value contexts, i.e., impetus-momentum necessary to create competitive advantages, new sources of revenue, value, and efficiencies, etc.
It is little wonder then, current generations of entrepreneurs…business strategists and decision makers devote more time, attention, and resources the pursuing IP (intellectual property) side, i.e., patents, trademarks, copyrights, assuming they are the dominant, if not, only strategy for innovation conversion, revenue production, creating leverage, competitive advantage, and business sustainability. Notably absent from this strategy is recognition that all paths leading to intellectual property are paved with contributory and inter-connected intangible assets, i.e., various forms of intellectual, relationship, and competitive capital.
When I conduct seminars-presentations…on the contributory role and value of IA’s, it’s rewarding to introduce practitioners, most of whom are already variously successful, to practical recognition-application side of IA’s, especially those which have been produced by and embedded in a company’s products and/or services, but still may be variously overlooked or familiarity falls short of the assets’ effective-profitable-sustainable exploitation. For these and multiple other reasons, this contributes to consistent interest in and high attendance for my seminars and presentations. Both are supported of course by broadening realization that intangible assets are essential to business competitive positioning, thus important to learn about.
It’s instructive to recognize also, how business leadership and management team reluctance to engage their intangible assets manifests – is conveyed, e.g.,
• skepticism about outcomes and/or returns.
• concern that doing so would be (too) disruptive to a company’s
operating culture and processes
• satisfaction with current (past) practice.
I am not inferring…companies-businesses will never become successful, profitable, or sustainable without first thoroughly and consistently engaging their intangible assets. Experiential observations do indicate however that in numerous instances, if-when a company achieves success financially, or otherwise, such success will likely occur at a slower pace and unnecessarily incur various starts, stops, re-starts, wrong turns, missteps, miscues, and missed opportunities. Some missteps can be clearly and legitimately attributed to…
• operational unfamiliarity how to exploit and safeguard their
• holding conventional and misleading assumptions about when, where,
and how company value, revenue, and competitive advantage
To draw a finer point on this issue, my experiences as an intangible asset strategist indicate company leadership who exhibit indifference to their internally developed IA’s, become fertile ground for…
• reputation – brand risks to materialize, and
• employee disenchantment influenced by confusing, redundant, and/or
cross purposed use of intellectual, relationship, structural, and
creative capital, thereby contributing little, if any value, revenue,
competitive advantage, or sustainability to a company.