• Skip to primary navigation
  • Skip to main content
  • Skip to primary sidebar

Business Intangible Asset Blog, Michael D. Moberly

Business Intangible Asset Blog where attention span, business realities, and solutions converge.

  • About Mr. Moberly
  • Intangible Assets
  • Business Services
    • Business Training Curriculum
    • Professional Service Firm Marketing
    • Media Appearances
  • Shop
    • Cart
  • Blog
  • Contact Mr. Moberly

Managing Company’s Intellectual Capital

April 21, 2010 Leave a Comment

Michael D. Moberly   April 21, 2010

In my view, managing a company’s intellectual capital (IC), in its most simplistic form, consists of two key responsibilities:

1. Conducting/maintaining an inventory of a company’s IC.

2. Having the knowledge and skill sets to objectively assess and distinguish how much and what aspects of the IC inventory are:

     a.  In Use – and, determine if they can be used more effectively and profitably to add value to the company.

     b. Not In Use – and, determine if they remain relevant and/or useful to the company in some manner (or, perhaps to other entities) vs. remaining as stagnant assets and costs.

Interestingly, Davis and Harrison (authors of ‘Edison in the Boardroom’) estimate that only 30% of many company’s entire IC portfolio may actually be in use, with the remaining 70% likely found in various (other) forms, e.g., intellectual property that has become obsolete, and/or products or services that are no longer in the company’s inventory.  I would not advocate those estimates should be used to pre-judge the outcome of an IC inventory/audit because most companies have a variety of (IC) nuances that need to be investigated. But, the Davis and Harrison percentage estimates do catch one’s attention!

Let’s suggest for a moment that a company’s board and senior leadership would find it useful to resource an IC management (audit, use, inventory) team.  I am reasonably confident, that agreement to create such a role would include a requisite that team members be business centered, strategic in their outlook, and possess a strong profit orientation.  In other words, the team would be inclined to manage the company’s IC as genuine business assets.

Unfortunately, there remain far too many company management/leadership teams and boards who hold the mistaken perception that intellectual property registration is synonymous with IC management when in fact it is only through the managed exploitation of IP that value, revenue, and wealth can be generated.

 

 

Related Posts

  • Intellectual Capital: Managing A Company’s Know How

    Effectively managing a company’s intellectual capital (IC) encompasses three key responsibilities for management teams, c-suites,…

  • Intellectual Capital Management Is A Collaborative Process

    The management of intangible assets, intellectual capital, and intellectual property are best framed today as…

  • Intellectual Capital Management Includes Protecting Ideas and Innovation!

    Dedicating an individual to be responsible for identifying, managing, using, and protecting (a company's) intellectual…

Categories: Intangible Assets & Business Tags: Forming an intellectual capital management team., Intellectual capital management, Intellectual capital management team., Managing intellectual capital., Managing your company's intellectual capital., Two keys to managing intellectual capital.

Reader Interactions

Leave a Reply Cancel reply

Your email address will not be published. Required fields are marked *

Primary Sidebar

Blog Posts Archive

Blog Categories

  • Business Reputation Risk & Mitigation
  • Global Intangibles
  • Intangible Assets & Business
  • Intangible Valuation & Monetization
  • Safeguarding Intangible Assets & IP
  • Uncategorized
  • LinkedIn

Copyright ©2022 · KPSTRAT

Copyright © 2022 · Genesis Sample on Genesis Framework · WordPress · Log in