Trying to ‘contain’ a company’s intangible assets following a disaster, absent an effective continuity-contingency plan that fully addresses intangibles, is comparable to the title of former U.S. Senator Trent Lott’s book ‘Herding Cats’.
Managing, stewarding, and monitoring a company’s intangible assets are not passive ‘I’ll do it when I have time’ functions, or tasks that can be delegated to the uninitiated who lack the requisite ‘fire in the belly’ understanding that 75+% of company value lies in intangible assets!
One of Dr. Deming’s ‘seven deadly diseases of management’ is ‘running a company on visible assets’ (alone). Was this Dr. Dennings’ reference to intangible assets?
When 75+% of a company’s value and sources of revenue are directly linked to its intangible assets, they should be integral to continuity-contingency planning.
Terroism, hurricanes, earthquakes, and cyber attacks have changed the landscape for business continuity-contingency planning forever because intangible assets can become dispersed, inaccessible, and virtually irretrievable.
Stewardship, oversight, and management of a company’s intangible assets can be the difference between (a.) looking out ahead, and (b.) looking through a rearview mirror!