Mr. Moberly starts with the premise that business leadership and management teams have fiduciary responsibilities to routinely and objectively ask…
is this company properly positioned, insofar as possessing the necessary expertise and skill sets, to identify, unravel, develop, bundle, utilize, and extract as much value as possible from its IA’s, while simultaneously monitoring – mitigating risks and safeguarding assets’ value, sustainability, and materiality…?
The embodiment of managing a company’s IA’s is the ability to sustain control, use, ownership, and monitor the value and materiality of those assets. If this does not occur, or fails, little else matters, because asset value, competitive advantages, and revenue may quickly erode, become undermined, and go to zero!
An intangible asset strategist and risk specialist can deliver benefits to a company by…
- Providing on-going guidance for managing intangibles, i.e., extracting value, delivering competitive advantages, and developing strategic plans for measuring asset performance, monitoring risks, value, and materiality.
- Adding predictability to business transaction outcomes, projected returns, and exit strategies when intangibles are in play, by assessing their stability, defensibility, value, and sustainability in both pre – post transaction contexts.
- Conducting due diligence (assessments) to sustain the competitive advantages IA’s produced and exploit asset synergies and efficiencies.
- Reducing the probability that project-transaction momentum can be stifled by recognizing, unraveling, and mitigating circumstances that can (a.) ensnare and/or entangle the assets in costly and time consuming legal challenges, (b.) undermine/erode asset value and performance, and (c.) adversely affect asset reputation ‘risk points’.
- Improving the valuing, reporting, and accounting of intangibles and integrating same in (a.) asset development, (b.) company governance processes, and (c.) specialized asset management initiatives.
- Building an intangible asset ‘company culture’ that is effectively aligned – converged with a company’s mission, business objectives, and strategic planning.
- Designing comprehensive organizational resilience (continuity, contingency) plans that encompass mission essential intangible assets to provide quicker recovery following significant business disruptions or disasters.
- Defining asset ’suitability’ factors, i.e., asset recognition, valuation separability, transferability, life-value-functionality cycles, and risks.
- Monitoring IA value chains, i.e., the inter-connectedness between the production, acquisition, and utilization of intangibles vis-a-vis their contributions to company value, revenue, and creating and sustaining competitive advantages.