Businesses electing to have effective practices in place to sustain control, use, ownership, value, competitive advantage, and revenues generated by their intangible assets…https://kpstrat.com/wp-admin/post.php?post=5924

First – and perhaps foremost, it is an irreversible economic fact – business reality that today, 80+% of most companies’ value, sources of revenue, and future wealth creation lie in – emerge directly from intangible assets. https://kpstrat.com/wp-admin/post.php?post=5238

Second – conventional forms of intangible asset and intellectual property ownership and enforcement (i.e., patents, copyrights, trademarks) no longer…

    a. are stand alone deterrents to global – keystroke speed infringers and misappropriators.

    b. singularly reflect the absolute need for sustaining (indeterminate) control and monitoring of those assets.

    c. serve as ‘safe harbors’ for asset value and ownership, or transaction predictability.

Third – the stewardship, oversight, and management responsibilities associated with intangible assets, intellectual properties, and proprietary know how, i.e., intellectual, structural, and relationship capital…

    a. have long been conceived and portrayed as being, almost exclusively, legal decisions and processes.

    b. today, company management teams are obliged to re-frame these time honored, but, outmoded perspectives as           fiduciary responsibilities and business decisions.

Fourth – company management teams are obliged to recognize…

    a. and, have relevant safeguards and monitoring capabilities in place.

    b. to reflect intangible asset’s respective life – value – functionality cycles’, and contributory role(s).

Fifth –  company management teams are also obliged to recognize…

    a. extracting value, creating competitive advantages, and generating revenue from intangibles continues to be                  compressed, due in part to,

    b. lower global barriers to and rapid market space entry by (new) competitors, and the

    c. instantaneous profits achieved by sophisticated and globally organized (economic, competitive advantage)                    adversaries engaged in asset misappropriation, infringement, conversion, counterfeiting operations, and                       various gray market schemes that adversely affect legitimate supply-distribution chains.

Sixth – intangible assets have become more fragile, vulnerable to risk, often non-renewable, and challengeable… https://kpstrat.com/wp-admin/post.php?post=9065

    a. economic – competitive advantage hemorrhaging can commence instantaneously and globally.

    b. recovering full (unchallenged) use and value of compromised assets is costly and time consuming.

Seventh – predatorial global data mining and business intelligence operations…

    a. are economically-culturally embedded networks that systematically target and analyze company (open source)            data to…

    b. undermine – counter a targets’ intangible assets at their earliest stages of development and                                                commercialization, and

    c. contribute to asset compromises and value-competitive advantage dilution.

Michael D. Moberly June 22, 2018 St. Louis  [email protected] ‘The Intangible Asset Blog’, since May 2006, https://kpstrat.com/blog where one’s attention span, business realities, and solutions converge!

Readers are invited to examine other relevant resources I have produced at https://kpstrat.com/books/ i.e., books, papers, and blog posts.