Deploying Intangible Asset Specific Risk Mitigators

February 23rd, 2017. Published under 'Safeguarding Intangible Assets', Managing intangible assets, Systemic Risk. No Comments.

Michael D. Moberly February 16, 2017 ‘A intangible asset business blog where attention span really matters!

Deploying IA ‘risk mitigators’ (right time, right place, right way) can serve-benefit company leadership, management teams, and stakeholders anytime and any circumstance valuable – revenue generating – competitive advantage IA’s are in play.

Effective and timely deployment of IA specific risk mitigators provide important segues to…

• develop ‘best practices’ for managing-mitigating risk to IA’s in IA
intensive and dependent businesses.

• current regulatory (legal, accounting, taxation, and auditing) standards
and practices.

• managerial (fiduciary) responsibilities related the stewardship,
oversight, management, and safeguarding of IA’s.

• execute effective strategies for monitoring – sustaining necessary levels
of control, use, ownership, and value of IA’s.

• assess company’s exposure to costly, momentum stifling, and potentially
irreversible risks that materialize.

• recognize sustaining IA’s contributory role and value are not mere
operational electives that can be dropped, dismissed, or delayed
indefinitely.

• sustaining un-compromised control, use, and ownership of IA’s in play can
favorably differentiate a company within its sector, i.e., its
competitiveness, profitability, and sustainability

As consistently conveyed since the ‘Business IP and Intangible Asset Blog’ published its initial post in May, 2006, whenever, however, and wherever valuable, revenue generating, and competitive advantage IA’s are in play, company-business leadership and management teams are obliged to consider there will be various types, levels, and motives for (IA) risks to materialize. The act of identifying – assessing IA risk and the most effective mitigation techniques and strategies, i.e., to serve as (risk) offsets and/or neutralizers, does not require leadership to reach beyond-outside their professional domains of expertise to take the necessary action.

Through my lens, perhaps the most important-relevant component to recognizing, assessing, and mitigating IA specific risk(s) is to exercise prudence to…

…avoid making purely subjective and/or arbitrary assumptions –
decisions about the IA’s in play relative to their vulnerability to risk,
value, utilization and their fragility, stability, defensibility,
liquidity.

A common denominator to IA-specific risk is the persistent presence of (global) legacy free players, ultra-sophisticated data mining operations, and economic and competitive advantage adversaries, who, by their actions and capabilities, consistently impose risk.

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