Archive for 'New Intangible Asset Book'

Intangible Asset Book…forthcoming

April 11th, 2017. Published under New Intangible Asset Book. No Comments.

Michael D. Moberly April 11, 2017 ‘A business blog where attention span really matters’! (PART II)

Introduction: The following represents a snippet of my forthcoming (second) book on matters related intangible assets. The first book titled, ‘Safeguarding Intangible Assets’ was published by Elsevier in July, 2014. In my new, yet to be published book, readers will be presented with multiple and various ‘solution sets’ to address real, current, and recurring challenges related to developing, unraveling, and exploiting their IA’s.

Another, not insignificant contributor to businesses general reluctance to consistently engage their IA’s, i.e., development, acquisition, exploitation, etc., stems from a parallel business – economic reality that, at best, produces confusion. That is, IA’s are seldom, if ever, reported – accounted for on company balance sheets or financial statements, matters aggressively addressed throughout this book.

This very conventional absence of reporting and accounting of businesses IA’s and other IA activity, ownership, and exploitation are routinely rationalized (sustained) by questioning…

– questioning – being unfamiliar with the relevancy of IA’s, which, in turn,
often translates to…

– questions about why should any (businesses) devote time and possibly resources to monitoring, safeguarding, and otherwise achieving operational familiarity with assets which are (a.) intangible, and (b.) not reported?

To the operationally unfamiliar, either-both questions warrant answers which, I point out, are objectively provided throughout my forthcoming book.

The facts are, continued reluctance to engage and acknowledge businesses IA’s, and otherwise act dismissively toward their contributory – operational role and value, wholly disregards the replicable, consistent, objective, and global economic fact (real business reality) that 80+% of most company’s value, sources of revenue, competitiveness, and sustainability lie in – evolve directly from IA’s.

It is all-the-more troublesome when business pundits misleadingly portray (characterize, attribute) a failed business initiative or a poorly executed transaction to single managerial misreads, missteps, and/or miscues, when, upon review (unraveling) by a competent IA strategist and risk specialist, it not infrequently becomes clear that the problem(s) is attributable to…

• operational – circumstantial unawareness of and/or unfamiliarity with,
how, when, where, and which IA’s were in play, and

• those IA’s were not acted on (executed, exploited, leveraged) effectively,
lucratively, or competitively,

– nor were risks to the IA’s in play, which can undermine their competitiveness, revenue generation, and/or value) identified, mitigated, or the assets safeguarded accordingly.

Failure on either of these levels, leaves asset value and competitiveness ‘on the table’ and out of the business initiative-transaction equation.

Unfortunately, such post-transaction analysis conducted by IA strategists and risk specialists are far too routine. In other words, a significant percentage of business leaders remain dismissive of the necessity to distinguish – measure the contributory role, value, and performance of IA’s in play for each (often nuanced) transaction and circumstance they elect to undertake. That’s often in addition to mistakenly ‘lumping’ all IA issues into the non-denominational bucket of referred to as ‘goodwill’.

Similarly, some business leaders, at least initially, find it challenging to recognize and commence resolution of business issues that stem from – are rooted in their IA’s, e.g., value, revenue, performance, and competitive advantage, etc. Therefore, in numerous instances, those in leadership roles accustomed to recognizing – measuring business activities in (tangible) ‘bottom line’ outcomes, the practical realities associated with the now overwhelmingly dominant and contributory role and value of IA’s, presents challenges to translate anew or cross-reference.

Still, in numerous instances (business) problem awareness and identification initially emerges from analysis of financial statements and balance sheets. The position conveyed throughout this book however, is that reliance on periodic financial statements and balance sheets which are absent essential data describing IA performance and value, business problem-issue resolution will likely be arbitrary and unsystematic. That is, until leadership achieves operational level familiarity with and acknowledge IA’s are almost always in play and are absolutely essential to painting a complete value-competitive-revenue portrait of a company’s circumstance.

It would be imprudent for the author to imply that all business operating challenges are rooted in leadership exhibiting dismissiveness toward or mishandling of IA’s in play. However, given IA’s increasingly significant and lucrative role in most every facet of business operability, stewardship, oversight, and management, safeguarding and mitigating risk to IA’s indeed warrants operational level familiarity.

This book respectfully and comprehensively engages business-company problem identification and resolution from the standpoint of accommodating a range of industry sectors prospective reader interests, insofar as…

• elevating reader awareness and operational familiarity with their IA’s, irrespective of sector, and whether they operate in domestic and/or global environments.
• to fill problematic voids relative to utilizing, commercializing, safeguarding, and mitigating risks to IA’s effectively, lucratively, and competitively.

Intangible Asset Book…forthcoming!

April 10th, 2017. Published under New Intangible Asset Book. No Comments.

Michael D. Moberly April 10, 2017 ‘A blog where attention span really matters’. (PART I)

Introduction: The following represents a snippet of my forthcoming (second) book on matters related intangible assets. The first book titled, ‘Safeguarding Intangible Assets’ was published by Elsevier in July, 2014. In my new, yet to be published book, readers will be presented with multiple and various ‘solution sets’ to address real, current, and recurring challenges related to developing, unraveling, and exploiting their IA’s.

In large part, this is objective is achieved by describing lucrative, competitive, durable, and cross (industry) sector rationales, methodologies, and strategies (solution sets) for business leadership and company management teams to exercise relative to recognizing how…

• naturally occurring IA’s originate, can be acquired, developed, and produce internally.

• when, where, and why particular IA’s are in play relative to their contributory role, value, and competitive advantages brought to any (business) transaction or initiative.

• to consistently and objectively engage businesses IA’s resolve – mitigate challenges, and maximize and exploit IA’s contributory role, value and competitive advantages, i.e., intellectual, relationship, and structural capital.

• to be aggressively and objectively engaged in mitigating risks to IA’s, which when, not if, the risks materialize, can-will undermine, if not wholly negate, IA value and competitive advantage with respect to transactions or initiatives considered or being undertaken.

Also, my forthcoming book addresses the always present (fiduciary) responsibilities held by business/company management teams and senior personnel charged with…

• designing and executing practical and defensible IA safeguards.

• anticipating and mitigating risks to IA’s for each business circumstance they are in play.

• creating asymmetric processes to achieve and sustain organizational resilience for IA’s which includes consistency in monitoring (IA) presence, utilization, and changes in value and/or materiality.

• recognizing which, when, and for what purpose should particular (new, additional, updated, or more nuanced) IA’s be acquired, developed, integrated, i.e., lucratively, strategically, and competitively exploited.

Another, underlying challenge to recognizing, safeguarding, exploiting, and otherwise using (a company’s IA’s) lies embedded in the global IA business space, wherein there remain a significant percentage of the leadership of companies-organizations beginning, in my judgement with university (undergrad, and graduate) business, marketing, and economics (major) students whom I routinely find are definitionally and operationally unfamiliar with IA’s. That is, they lack familiarity with IA’s and are unable to distinguish, assess, and recognize – measure IA performance, contributory role, functionality, materiality, and/or value to a specific project, initiative, or transaction.

One potential rationale for this absence of (IA) familiarity is embedded in this book’s (proposed) title, i.e., IA’s are the ‘introvert’ of all business assets.

Numerous university (departmental) leadership appear convey their own reluctance to pursue-secure consensus for distinguishing, developing, and incorporating IA’s in relevant (major) curricula, whereby (business, finance, marketing, and economics) students would be introduced to – immersed in the irreversible business reality and globally relevant economic fact that ‘80+% of most company’s value, sources of revenue, reputation, competitiveness, and sustainability lie in – emerge directly from IA’s’!

Thus, the absence, or trivialization of IA’s role and contributory value, gleaned from a university curriculum, to draw upon and apply in the various business-related employment graduating students undertake, will unnecessarily and adversely influence the perspectives held about IA’s.