Michael D. Moberly July 18, 2016 ‘A blog where attention span really matters!”
Among other things, I am most hopeful this piece prompts millennials educated – trained in IP (intellectual property) law to consider having engagements with companies and business persons operating in the conventions of Islamic (Sharia) law is an inevitability, not a distant or worrisome probability.
It’s easy to find law firms with current operational familiarity with G8 IP (intellectual property) laws. On the other hand, it is challenging to find firms’, particularly in the U.S., with IP practices that sense urgency to acquire comparable levels of (in-house) expertise with respect to Islamic (and Sharia) IP law. The rationales are obvious, but, to be sure, there are geo-strategic economic indicators aplenty that suggest acquiring even rudimentary familiarity how Islamic law treats intellectual capital, i.e., ownership – value of products of the mind in B to B (business) contexts. Through my lens, that’s precisely what horizonal thinking-looking IP law practices should consider preparing, especially in light of the universal economic fact that 80+% of most company’s value, sources of revenue, and ‘building blocks’ for growth, profitability, and sustainability globally lie in – directly emerge from intangible (IP-related) assets.
This globally universal and irreversible reality suggests there is prudence for law firms to achieve operational familiarity with Islamic IP and its Sharia interpretations. That’s because
IA’s (intangible assets) and their close cousins, IP, are now consistently integral and in play in overwhelmingly large percentages of transactions related to business development, operation, growth, profitability, sustainability especially when tactical, strategic, negotiation, and outcomes are critical.
Fortunately, there are a few academic papers that shed practical light on the fundamentals as well as the intricacies of Sharia influences on Islamic IP law. A particularly useful paper which I frequently reference is authored by Silvia Beltrametti titled ‘The Legality of Intellectual Property Rights Under Islamic Law’.
After studying Beltrametti’s paper, it is clear her work/research on these matters, was not intended to serve as an instrument to sort out the conventions of Islamic, western, and Asian IP (intangible asset) law for an imagined or presumed (future – eventual) convergence. There is little doubt in my judgment, law firms that choose to acquire a rudimentary understanding of Islamic (Sharia) IP law can, in an early adapter mode, set a high bar for (law firm) competitiveness.
I am confident there are few, if any, minds who believe a global convergence of IP law is an inevitable extension of (business) globalization. Of course, understanding the distinctions and practicalities of Islamic IP (Sharia influences and interpretations) law can lead to many useful and necessary insights going forward.
Among other important aspects of Dr. Beltrametti’s work is that Islamic IP rights are essentially, in their early stages of promulgation and/or regulation. Going forward, there are obvious issues that need to be resolved. A prominent issue is whether the current political and cultural-tribal turmoil, war, and rhetoric that envelope a significant percentage of the land mass – countries where Islam dominates can subside. At least long enough whereby relevant principles of Islamic (Sharia) and western WTO (World Trade Organization) IP law can find common ground intellectually, operationally, and legally to achieve a level convergence whereby IP and technology transfer can be accommodated on a routine basis.
To be sure, there are substantial challenges which, no doubt, will require time, trust, and political will to resolve, assuming of course, there will recognition at some point, perhaps born out of mutual economic – trade necessities to…
• ameliorate perceptions of dominance of western IP law.
• encompass Islamic perspectives regarding legal rights to outcomes of intellectual capital.
• incorporate interpretive flexibility and adaptability with respect to Sharia law’s primary sources; the
Qur’an, the Sunna, Ijma and Qiya, which are often applied synonymously with Islamic law.
It is conceivable, not Pollyannaish, to believe all could be respectfully achieved – applied, as it has in other countries – regions, as a reflection of global business – trade – technology transfer realities. And, recognition of the economic fact that 80+% of most company’s value, sources of revenue, and ‘building blocks’ for growth, profitability, competitiveness, and sustainability today reside in or emerge directly from intangible and IP-based assets.
Silvia Beltrametti, (The Legality of Intellectual Property Rights Under Islamic Law, The Prague Yearbook of Comparative Law 2009. Mach, T. et al. (Eds). Prague, 2010. pp. 55-94).
Michael D. Moberly June 27, 2016 ‘A blog where attention span really matters’!
Change and varying levels and/or periods of disruption have become routine characteristics to many of our respective work environments. Similarly, indeterminate repetition of past practice singularly rooted in the notion ‘that’s the way it’s always been done’, absent curiosity or consideration of the structural changes that have occurred in the interim, has, in growing number of instances, wisely give way to nuance.
Of the multiple nuances referenced here, one is that information/data (acquired, developed, transmitted, and received) is likely to achieve – produce the value which it is most capable of delivering if there are structural assurances in place for individuals and/or business units, etc., which have the ability to use-apply that information effectively actually get it. More succinctly perhaps, a fundamental shift occurs, away from the pretentiously broad (simple) construct of ‘knowledge is power’ to a more nuanced construct of sharing the right information-knowledge with the right people is power’!
Of course doing so, puts organizations – companies on a prelude to a (necessary) ‘revolution’ of sorts, in terms of how their proprietary information is safeguarded and ultimately disseminated – shared. The rationale for doing so emanates from the greater need today wherein there is emphasis on…
• the speed of knowing, and
• the speed which effective action can be taken – applied, as a product of knowing.
• better projections of individuals and/or (business) units that need to know.
• recognizing what information individuals-units are not getting, but should.
For me and others working in the IA (intangible asset) arena, this collectively translates as a new paradigm for safeguarding proprietary information during its acquisition, development, analysis, and sharing. Among other things, this entails…
• recognizing the challenges and adversaries.
• knowing what specific information should – needs to be safeguarded.
• reduce, if not eliminate the conventional informational silos frequently erected around dated presumptions
of ‘need to know’, as if ‘secrecy’ was somehow innate.
Please consider how many companies/organizations function-operate as if their information assets are classified or a national secret? Organizations are now obliged to position their intake, development, and analysis of information to ensure it is disseminated – shared with individuals – business units that can process – utilize the information most effectively.
In other words, companies-organizations are obliged to move away from…
the conventional ‘who needs to know’ to operating cultures in which knowledge leads to better performance, merely by recognizing…
• who doesn’t know, and
• who isn’t being informed.
Specifically, endeavor to create an organization-wide community of situational awareness and application of intellectual, structural, relationship, and creative capital.
In other words, retired General Stanley McChrystal believes that government-defense entities, and by extension, companies and organizations, should be more concerned with essential strategic information that is…
• routinely being ‘locked away’ from legitimate users, based on an antiquated system of classifying
• than with individuals who may leak proprietary information.
Be assured, either can be damaging to an organization’s ability to achieve…but, given the vast amounts/levels of information that are regularly produced, i.e., ‘big data,, etc., arguably, organizations are rapidly approaching the point that sharing information and ensuring the right individuals-business units are provided information in a timely manner and accepting, even assuming some or all of the information may-will be leaked, infringed upon, and/or otherwise stolen-acquired by economic – competitive adversaries is a preferred position to keeping vital business information out of individual – business domains that could use it best.
This makes many conventional (business) instincts – practices of information asset protection, classification, and dissemination simply wrong-headed. Similarly, organization’s that (still) consider the influx of new strategies, new processes, and new techniques, i.e., structural, relationship, intellectual, and competitive capital as constituting non-collaborative and non-contributory tangible, (not intangible) assets will find business success elusive in today’s irreversible go fast, go hard, go global business environment. Instead, structural, relationship, intellectual, and competitive capital are integrated – collaborative categories of IA’s that warrant dissemination-sharing and action.
This post was influenced by a TED Talk given by Gen. Stanley McChrystal in March, 2014 and adapted for application to the private sector by Michael D. Moberly.
Michael D. Moberly May 26, 2016 ‘A blog where attention span really matters’!
What Are Intangible Assets…
Company and institutional value has shifted from collections of physical (tangible) assets to synergistic assemblages of non-physical IA’s (intangible assets) rooted in – evolving from intellectual, structural, relationship, and competitive/entrepreneurial capital.
However, unlike conventional IP (intellectual property), i.e., patents, trademarks and copyrights, there is no certificate issued by the government that says ‘these are your IA’s and competitive advantages’. Instead, the responsibility for identifying, assessing, safeguarding and otherwise preserving the value of those assets is a fiduciary responsibility for each company – organization and its management team.
Margaret Blair and Steven Wallman, previously associated with the Brookings Institution’s ‘intangibles project’, serving as that project’s principle investigators, along with Jonathan Low, describe IA’s as…“non-physical factors of production that contribute to or are used in producing goods or services, or as factors expected to generate future benefits for the individuals or firms controlling the assets”.
I see, with increasing consistency IA’s are the product of uncoordinated, unplanned, variously collaborative, and occasionally serendipitous actions of knowledge relevant individuals, and not necessarily the result of a decision arising from a dedicated capital allocation. Specific examples of IA’s are described with considerable specificity in numerous posts at my ‘Business IP and Intangible Asset Blog’ and distinguished in some 14+ categories.
The relevance of IA assessments…
An IA assessment is a methodical, insightful, and ultimately prescriptive tool for identifying, unraveling, and distinguishing the contributory – competitive value of key – strategic IA’s that underlie (serve as the foundation to) a company’s stability, profitability, and sustainability, and reputation.
To be sure, IA-specific assessments remain relatively new. They have largely born out of necessity, that is, the economic fact – global business reality that 80+% of most company’s value, sources of revenue, and sustainability lie in – evolve directly form IA’s, no longer tangible-physical assets. As such, a new, non-conventional approach (method, model) to identify and assess those assets was needed; distinguishable from conventional IP valuations and inventories. To accommodate IA’s, this approach must, of course, be sufficiently flexible to (reveal) identify IA’s in a variety of inter-linked and global circumstances and contexts in which they’re being used and the formats in which they exist.
Michael D. Moberly May 23, 2016 ‘A blog where attention span really matters’!
The rationale underlying any business initiative – transaction should always be to maximize and ultimately extract as much value as possible from the assets in play because it’s an economic fact that…
…80+% of most organization value, sources of revenue, sustainability, competitiveness, and wealth/profit creation today lie in – directly evolve from IA’s (intangible assets).
It is then, an organization’s IA’s that will most always be in play because they are integral to both…
• transaction value, and
• near term outcomes.
This economic fact – business reality presents various fiduciary obligations to PSF’s and company decision makers irrespective of whether they are the originator, owner, buyer, or seller, etc.,
…to know, with the necessary specificity, what IA’s are and how to identify, unravel, and sustain their control, use, ownership and value throughout their respective economic, competitive, and/or functionality cycle and certainly a relevant pre-post (transaction) period of time.
Seldom can asset value maximization – extraction be fully achieved using conventional, generic precepts, checklists, or mere confirmatory reviews of registrations and filings. That’s because, the pillars of any organization’s IA’s are it’s…
• relationship, and
• competitive capital.
…which are routinely embedded in operations, processes, and/or functions that create efficiencies, competitiveness, brand, and value, etc., and generally lie under most conventional business radar.
So, when the motive – objective for parties is to initiate and/or be receptive to a transaction, there must be skill sets applied in advance to identify, unravel, preserve. maximize, and extract as much value as possible from the relevant assets in play, particularly, the IA’s. It’s prudent then for PSF’s (professional service firms) retained to support-oversee such transactions, regardless how small or periodic they may occur, possess current operational skill sets necessary to…
…strategize about ways to achieve sufficient operational familiarity with IA’s to respectfully engage business clients to recognize, assess, and distinguish their composition and contributory role and value in the global market space, particularly if/when the assets are effectively integrated, bundled, and safeguarded in both pre and post transaction contexts.
In far too many transactions, IA functionality – contributory value is overlooked, improperly assessed, misunderstood, or neglected insofar as the integral and contributory role they consistently play as sources of revenue, value, and competitive positioning.
The ‘Business IP and Intangible Asset Blog’ is designed to elevate awareness – bring operational familiarity to IA’s in the irreversible global business environment where 80+% of PSF’s business client’s value and sources of revenue actually lie.
To dismiss the importance for PSF’s to integrate this dimension into their practice area – service deliverables will, at minimum, manifest as adversely impacting firm’s billable revenues, competitive positioning, brand, and attractivity. On the other hand, offering IA services to existing and prospective clients is nearing a requisite for being consistently recognized as horizonal in the delivery of relevant and effective services to business clients in 2016, and for the foreseeable future.
The root of such services lie in preparing – positioning business clients to identify, preserve, safeguard, and extract value, efficiency, competitiveness, and sources of revenue from their IA’s. And, doing so, will most certainly, favorably affect their sustainability and outcomes to any transaction they wish to enter.
Michael D. Moberly May 20, 2016 ‘A blog where attention span really matters’!
A company’s culture, and its management, are two of many ‘intangibles’ that play increasingly pivotal roles in – contributions to (company) performance, retention, and sustainability, among other things. The credibility-validity of this perspective lie in the findings of numerous studies/surveys commissioned-undertaken by professional associations and academia not unlike a Society for Human Resource Management (SHRM), survey, circa 2012, which asked HR (human resource) leaders to identify significant ‘workforce management and staffing challenges’, which 770 respondents identified…
• employee engagement
• employee retention
• effective performance management
• employee recruitment, and
• company culture management
To some, this survey example, may appear dated, especially if considered in the context of today’s increasingly entrepreneurial and go fast, go hard, go global business environment. To be sure, the commonality of findings, replicated – validated through numerous other studies/surveys and, whether taken individually or collectively, are indeed instructive. Preferably, they have and will continue to influence business leaders and management teams to conclude that devoting time, energy, and yes, some resources to developing and sustaining a relevant-intelligent (company) culture will deliver measurable positive returns. So, no rocket science here, a company (sector relevant) culture is a prized and measurable achievement and powerful contributor to performance, competitiveness, value, and, of course, brand.
A company culture…whereby employees, management teams, c-suites, and boards alike, are collectively committed to sustaining a principled base of intellectual, structural, relationship, and competitive capital ala IA’s (intangible assets).
This reality manifests in the economic fact that 80+% of most company’s value, sources of revenue, and ‘building blocks’ for growth, profitability, and sustainability today lie in – evolve directly from IA’s, of which company culture is a potent example. It’s certainly not a stretch then for experienced business leaders to also conclude that a principled and consistent company culture can, and frequently does, serve as a catalyst for internalizing and enhancing other IA’s among them being, employee engagement, retention, performance, as well as attracting – recruiting new employees.
What is a company culture…?
Based on the fine work of Dr. Edgar Schein, a company culture consists of progressive stages that observably emerge, that is, if one looks for them, i.e.,
• employees (collectively) recognize and begin to act on a shared system of values, norms, beliefs, and attitudes that defines and clarifies what is important.
• employees at all levels recognize they learn as they’re solving problems and, if the problem solving methodologies work well enough, employees will consider them valid and worthy of being taught and passed along to new employees, because…
• they represent the correct way to perceive, think, and feel in relation to addressing (internal, external) problems that their company routinely face, which, in turn, leads to efficiencies, competitive advantages, and reputational value, etc. (Adapted by Michael D. Moberly from the work of Dr. Edgar Shein)
For most companies, the initial step in developing a principled company culture involves…
• determining what attitudes and beliefs need to (should) be established, and
• having a clear understanding how those attitudes and beliefs can translate (become operational) as sector-business relevant behaviors on an enterprise-wide basis.
Transferability of company culture…
As aptly pointed out by Dr. Kenan Jarboe in his Athena Alliance monograph appropriately titled ‘Intangible Asset Monetization: The Promise and the Reality’, there are six factors considered by financial markets (i.e., asset buyers, sellers, and investors) with respect to determining the ‘suitability’ of an (intangible) asset. Of those six factors, one is an assets’ transferability. In other words, is a ‘company’s culture transferrable? Or is it so (company, business unit) specific that would make its replication and/or sustainability challenging should any base changes occur?
Unfortunately, the contributory value of a company culture seldom, if ever, appears on management teams’ conventional mba oriented dashboards, in part, I believe, because those dashboards remain largely focused on tangible (physical) assets vs. intangible (non-physical) assets, i.e., company culture.
Too, for some management teams, c-suites, and boards, a principled company culture, remains somewhat of a managerial, financial, and competitive advantage mystery in terms of understanding how best to utilize – exploit this increasingly influential and catalystic asset.
A much desired objective of course, is to build a resilient, self-perpetuating, and principled company culture that is readily scalable and supports development-acquisition of intellectual structural, relationship, and creative capital to consistently deliver measurable performance and returns.
Of course, building a principled company culture today, is seldom something which evolves exclusively in a top-down fashion and as such, it is seldom a characteristic wholly owned and executed by a management team or c-suite. Instead, a well-grounded and principled company culture provides permanence, depth, and confidence among employees and their abilities. (Jennifer King, Software Advice Blog)
Michael D. Moberly May 11, 2016 A blog where attention span really matters!
Expand deliverables to include intangible assets. Create new sources of sustainable revenue, enhance firm value, reputation, and competitiveness. Rationale…
• It is an irreversible economic fact that…80+% of most company’s value, revenue, competitiveness, and sustainability today lie in – evolve directly from IA’s developed internally or acquired externally.
• In every business activity, initiative, and/or transaction…valuable – competitive IA’s will be in play and at risk.
• Delivery of professional services are legitimately premised…on client companies, management teams, and boards recognizing their fiduciary responsibility, arising from Stone v Ritter, to ask…
…is their company properly positioned, insofar as possessing the expertise and skill sets, to identify, unravel, develop, bundle, utilize, and extract – exploit as much value and competitive advantage as possible from its IA’s, while simultaneously safeguarding and monitoring risks to those assets’, which, if materialized, are all but certain to adversely affect the assets’ materiality, contributory value, competitive advantage, and sources of sustainable revenue.
• Intangible asset identification…assessment, exploitation, and risk mitigation are integral to client company’s economics, competitive advantages, and (global) commercial success.
• Acquiring sufficient operational familiarity…of IA’s to design, market, and deliver client specific services are now fundamental requisites to professional service firm’s strategic planning, expansion, sustainability, and revenue generation.
• Each professional service firm deliverable…is obliged to recognize strategies to exploit – apply client companies unique knowhow, particularly where there is clear IA intensity and dependency held in intellectual, relationship, structural, and creative capital.
• Its imprudent for professional service firms to characterize…client company’s IA’s are mere addendums (subordinate) to conventional IP (intellectual property).
• Operational familiarity with IA’s are legitimate entrées for professional service firms to…re-engage existing clients and engage new – prospective clients…
• Professional service firms that frame their services to encompass IA identification, stewardship, management, and stewardship can expect 15+% growth…in billable client services in year one following effective marketing and delivery.
Michael D. Moberly May 9, 2016 ‘A blog where attention span really matters’!
My experiences as an observer of venture forums is that they are fast paced and highly charged ‘electric’ events wherein management teams of a growing array of RBSU’s (research based startups) university-based spinoffs, and early stage companies, most all of which are rich in – dependent upon IA’s (intangible assets) give impassioned ‘elevator pitches’ to prospective investors whose expertise and inclination – receptivity to invest have evolved to become increasingly narrow and specialized, as perhaps it should.
The format for venture forums I have attended is that pitches are limited to 3-5 minutes wherein the spokesperson explains their companies’ mission, key-competitive aspects of their innovation, additional research-trials necessary, fiscal projections, business model, why investment is warranted, and how the investments will be applied should an investor deem it a worthy risk. Should a ‘pitch’ be well received, the company representative will likely be peppered with questions from prospective investors or their representatives, one of which is invariably ‘what’s your IP position’?
What’s your IP position…
Of the numerous venture forums attended, the most consistent answer to this albeit over-rated, misunderstood, yet seemingly obligatory questions are…
• has a patent application has been filed (provisional),
• is a patent pending, or
• has a patent been issued?
Through my lens as an intangible asset strategist and risk specialist, the importance attached to achieving formal/official IP (intellectual property) status for one’s innovation is overstated, perhaps variously inflated. And, the consistency which prospective investors ask the IP position question collectively suggest both parties assume conventional IP, patents particularly, are requisites to securing investment capital necessary to proceed. I hold a somewhat different perspective. There are other equally, if not more relevant factors to any innovation under consideration which prospective investors should sort out as part of their ‘invest – don’t invest’ decisions.
True, IP status does provide investors with the necessary legal standing and recourse options should the invested enterprise fail, not meet its projections, or its (protected) proprietary information succumb to infringement or challenge within the typical 3 – 5 year exit strategy plan investors frequently demand. And, yes, patents and other forms of intellectual property are obligatory for WTO and TRIPS signatories.
But, the global business transaction environment is becoming increasingly aggressive, predatorial, competitive, and legacy free. This translates of course to proprietary information, irrespective of its IP status, is, all but certain, to be targeted and sought. That coupled with the persistent challenges and vulnerability to intangible asset (IP) infringement, theft, and/or counterfeiting make an RBSU’s IP position little more than legal symbolism. Should companies elect to pursue other strategies to safeguard their proprietary – competitive advantage intangible assets, i.e., trade secrecy for example, those legal portals for bringing action against the inevitable infringers, thieves, and counterfeiters in locales where a company’s most valuable assets are in play also carries some ambiguity.
Legal – economic safety nets…
Through my lens, conventional IP has less relevance as a legal – economic safety net than startup management teams – prospective investors should assume. Too, the costs associated with mounting an IP infringement – misappropriation suit are significant, if not cost and time prohibitive for resource conscious startups to pursue regardless of case credibility.
It’s prudent for investors and IP holders alike to acknowledge patents and most other forms of IP, no longer serve as…
• standalone deterrents, or
• reliable prognostications of innovation value.
The more relevant venture forum questions are…
I urge prospective investors – venture capitalists to re-phrase their ‘IP position’. For example, rather than merely asking ‘what’s your IP position’ assuming it is an important criterion, perhaps a more relevant and telling question would be…
has the proprietary know how, i.e., intellectual, structural, and
relationship capital that underlie the startups’ innovation and
serve as the cornerstone to the IP on which an investment would be
premised, been adequately safeguarded from its inception!
Important to recognize patents start life as proprietary information and trade secrets…
It’s a well acknowledged adage in the information asset protection arena that patents typically start life as trade secrets and proprietary know how. Therefore, if key – distinguishing know how underlying innovation and its prospective investment has been treated in a cavalier manner…
• absent the requisite minimums of trade secrecy or other best
information asset protection practices
• prior to filing a patent application,
• it’s prudent for prospective investors to ascertain
• the status, i.e., fragility, stability, and commercial-fiscal
sustainability of the assets being considered for investment.
Asset vulnerability, probability, criticality, and speed…
Today, the vulnerability, probability, criticality, and speed which know how, i.e., intellectual and structural capital assets particularly, can be compromised, infringed, misappropriated, or stolen are integral to any ‘invest – don’t invest’ decision.
Before making an investment in intangible asset rich and dependent companies, it’s important to direct probing follow-up questions to company management teams. Doing so will allow prospective investors to more objectively assess whether control, use, ownership, and value of the underlying intangible assets are…
• sustainable relative to an intended exit strategy, and
• reflective of the assets’ functionality and value cycle.
Today, with increasing certainty, ineffectively safeguarded intangible assets (IP) will quickly hemorrhage in value, competitive advantage, and elevate investor’s vulnerability to costly, time consuming, and momentum stifling challenges and exit strategy headaches!
Michael D. Moberly May 7, 2016 ‘A blog where attention span really matters’!
Once acts, events, or behaviors, perceived as adverse or illegal materialize, and are captured and distributed on social media, and intensified through photographic characterizations that convey indefensible aggressiveness, hostility, and confrontational demeanors by authorities…well, these are Dr. Nir Kossovsky’s prime ingredients for a hard to refute reputation risk.
The originating incident represented in this post occurred in November, 2011, sparked by an order from University of California-Davis administrators for their campus police department to remove ‘Occupy Wall Street’ (movement) protesters encamped on university property.
As if the manner in which that order was executed, i.e., the accompanying behaviors-demeanors exhibited by university police were not enough, in mid-April 2016, Sam Stanton and Diana Lambert, reporters for the Sacramento Bee (newspaper) learned and wrote that senior University of California-Davis officials, already operating under extremely tight economic constraints (placed on the entire UC system), had spent at least $175,000, following the 2011 incident to hire outside consultants to engage in an “online branding campaign designed to clean up the negative attention UC-Davis, and its Chancellor, Dr. Linda Katehi had received.”
It is not my intent here to re-litigate – second-guess the event and the actions of university police. That’s for others to interpret-decide ala reading the independent investigation chaired by Cruz Reynoso, a former associate justice of the California Supreme Court along with a separate, independent fact-finding document assembled by Kroll, a consulting firm that specializes in investigations.
The point I wish to make here is that the university’s resourcing for ‘an online branding campaign designed to clean up the negative attention UC-Davis, and its Chancellor had received” was misplaced, likely produced little, if any measurable return, and online activities for this purpose variously discount – are dismissive of intellectual memory.
To be sure, I am not suggesting an outcome of this incident, however needless and botched it was, would necessarily translate as stifling student applications to attend UC-Davis. Similarly, being reasonably well versed in reputation risk matters and their mitigation, I am hard pressed to embrace the premise that ‘online clean-up of negative’ – adverse publicity, standing alone, will measurably mitigate or reverse reputation risks which have already materialized.
Reputation, is a variously delicate intangible asset with relevance to every company, organization, institution, and individual. After all, reputation is perhaps the most complex of intangible assets which for the most part derives from perceptions, experiences, and observations of others. Respecting the expanding reliance on various social media as people’s primary means (source) for receiving – conveying information, I remain, at this point, unconvinced that the act of erasing or favorably modifying – re-writing existing (on-line) information in open source, is a viable path or perhaps even ethical practice for trying to re-attach or re-affirm reputation in which risk has materialized.
Michael D. Moberly April 5, 2016 ‘A blog where attention span really matters’!
Lethal autonomous weapons systems (LAWS) represent, in my judgment, an inevitable, but, as yet, incomplete class of weapons embedded with capabilities to independently select and engage targets (adversaries) without human (operator) assessment and/or interventional oversight.
LAWS are unlike existing (conventional) pilotless drone ‘aircraft’ in the sense they are – will be largely, if not wholly, autonomous. In other words, as I have come to understand LAWS, once deployed in various manifestations, they can surveil, assess, and execute in a wholly independent manner presumably with internal assessment and decisional guidance wrapped in AI (artificial intelligence) software.
The development and introduction of remotely piloted – controlled drones for operation in theaters of combat. counter-insurgency and counter-terrorism and for surveillance and intelligence gathering serve as real time hedges favoring expansion of risk adverse strategies, particularly, human life. Obviously, drones deployed in war fighting circumstances can deliver devastating munitions to specified adversaries – targets with the aid of satellite and global positioning systems, but only at the direction of their human operators and overseers, thus mitigating risk to requisite for ‘boots on the ground’.
Presumably LAWS, on the other hand, will be designed – programmed with capabilities to identify, assess, and self-authorize target engagement, i.e., seek, find, distinguish, select, and engage targets absent human intervention or oversight ala simultaneous introduction of infinite numbers of ‘jason bournes’ to a conflict theater. LAWS could presumably function (also) as ‘defensive’ weapons, i.e., as a theater interceptor – destroyer of an adversaries’ incoming munitions to supplant human reaction times.
Aside from the autonomy and independence of such weapons systems, their development and use is presumably intended to mitigate – favorably affect human’s – societies’ intangible senses – perceptions of risk, fear, and safety, while simultaneously serving as formidable strategic deterrents each being an intangible. To be sure, adversaries and allies alike are aggressively pursuing comparable-competing LAW war fighting capabilities, the theater functionality of which may be more-less effective, at which time the aforementioned intangible (asset) senses will likely change accordingly.
This post was inspired by the writings of Heather M. Roff, particularly an article published in Slate Magazine (online) dated April 7, 2016, titled ‘Killer Robots on the Battlefield: The Danger of Using a War of Attrition Strategy with Autonomous Weapons’ in advance of her testimony at the U.N.’s, April 11, 2016 ‘Convention on Certain Conventional Weapons’ in Geneva.
Michael D. Moberly April 26, 2016 ‘A blog where attention span really matters’.
In no other arena of economic and social relations has the statement “knowledge is power” (Sir Francis Bacon) proven more relevant than in today’s global business economies wherein operations and transactions are increasingly rooted in the creation, utilization, and conversion of IA’s (intangible assets), particularly intellectual, structural, relationship, and creative capital…
To consistently and lucratively exploit their IA’s, holder’s must be positioned to sustain indeterminate control, use, ownership, and monitor their value, materiality, and risk.
Collectively, this makes IA’s relevant to each practice area-specialization of law.
Achieving operational familiarity with client businesses which are IA intensive-dependent is an unqualified entrée for professional service (law) firms to expand offerings to reflect the economic reality that business activities-transactions are now routinely dominated by and contingent on continuity of development, utilization, exploitation, and safeguarding their IA’s!
Many businesses-organizations remain in the early stages of the knowledge (IA) era, even though IA’s have become permanent fixtures-components to business economics as sources of value, revenue, and competitive advantage, etc.
Achieving operational familiarity with IA’s, is an outcome of this seminar which sets the stage for each (law firm) practice area – specialization to become a collaborative, competitive, and sought after leader whenever and however IA’s are in play.