Intangible Asset Attention Spans…

May 1st, 2017. Published under Intangible asset training for management teams., Managing intangible assets. No Comments.

Michael D. Moberly May 1, 2017 ‘A business intangible asset blog where attention span really matters’!

The still, not-so-obvious, but today, absolutely-essential elements to building business value and creating competitive and sustainable sources of revenue, lie in monetizing-exploiting IA’s, competitive advantages and mitigating risks. This is what IA strategists and risk specialists consistently endeavor to achieve on behalf of companies, i.e., develop and execute practical, business-product specific strategies with lucrative and competitive outcomes, which begins by recognizing…

• the globally universal economic fact and business reality that 80+% of most company’s value, sources of revenue, competitive advantages, and sustainability today lie in – emerge directly from their IA’s…

• most business circumstances and transactions undertaken today and projected returns, i.e., value, revenue, competitive advantages, etc., are more likely to materialize when IA’s are effectively put in play and collaboratively converge, at some level, at some time, or in some manner.

• it is a rapidly evolving requisite to effective business management, i.e., profitability, revenue generation, competitive advantage, and sustainability, etc., is achieving operational (business) level familiarity with key IA’s that consistently deliver contributory role and value

• business leadership and management teams have fiduciary responsibilities (Stone v. Ritter) 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…?

So, why is it that a not-infrequent rejoinder by practitioners when approached with a new management tool and/or process, which perhaps they have limited familiarity, but have achieved uncontestable records of producing – delivering an array of revenue, value, and competitive advantage benefits to businesses may initially be dismissed and/or skepticism expressed, because it’s not immediately recognized as a correlate to mitigating a (business point of) pain.

Once dismissed, or skepticism is expressed, recognition of beneficial outcomes becomes, when – if it occurs, may do so only during or following experiencing a substantial ‘business pain’. In most instances ‘felt’ business pain is interpreted as warranting immediate ‘stop gap’ attention and resources by company leadership, but which anecdotal experience suggests, may have already metastasized as being irreversible.

One plausible (anecdotal) explanation for this phenomena has-to-do-with the self-evident and current commonality of short-lived – abbreviated attention spans which breed inclinations to focus on what’s perceived or characterized as near term issues, concerns, and/or outcomes. Not-so-coincidentally, these perceptions align with existing business practices and transaction environments which bear the mantra of go fast, go hard, go global, but leave little, if any, space or shelf-life for initiatives that deviate from past practice, particularly for those already well-versed in conventional b-school curricula.

Effectively managing a company’s IA’s lies in recognizing the necessity and relevance of looking forward, i.e., sustain control, use, and ownership, and monitor value, materiality, competitiveness, and risk of relevant (in play) IA’s. Should these (fiduciary responsibilities) obligations be dismissed, neglected, not occur, or fail, little else may matter, because the contributions IA’s create – deliver to every business, i.e., value, competitive advantages, and sources of revenue, etc., will quickly erode, become undermined, or, go to zero!

Comments are always welcome…

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