Michael D. Moberly July 8, 2014 Pre-order a new book by Mike Moberly!
Knowledge is power…
“Knowledge is power”, a statement attributed to Sir Francis Bacon in the 17th century which translates well to the present 21st century where we find there is no other arena of economic and social relations, in which Bacon’s statement comes to fruition as intangible assets, i.e., intellectual, structural, and relationship capital dominate business economies globally with most company operations and transactions are dependent upon the creation, utilization, and conversion of intangible assets, which, not so coincidentally, serve as foundations for most company’s value and sources of revenue.
One challenge to the intangible asset dominated business environment however, is company’s ability to sustain control, use, ownership, and monitor the value, materiality, as well as mitigating risks to those intangible assets throughout their contributory value and functionality cycles. Thus, the management, oversight, and stewardship of intangibles is rapidly becoming a skill set requisites.
After all, unlike patents, trademarks, and copyrights, there is no certificate issued by any government that states these are your intangible assets. Instead, responsibility for identifying, unraveling, assessing, safeguarding, managing and exploiting a company’s intangible assets lie solely with company management teams.
Too, recognition and monetization of intangible (non-physical) assets has changed conventional business practices globally, which, for hundreds of years, evolved exclusively around the production and utilization of tangible or physical assets
There are three very clear features of 21st century global business transactions…
- We are only in the early stages of the irreversible economic fact that 80+%, of most company’s value, sources of revenue, and ‘building blocks’ for growth, profitability, and sustainability, either lie in or evolve directly from intangible assets.
- Intangible assets are playing critical – essential roles in most company’s value, profitability, growth potential, competitive advantages, and long term sustainability.
- In today’s globally intertwined business transaction environments dominated by intangible assets, it’s inevitable that intangible assets will be simultaneously in play and at risk.
My new book is particularly applicable to the time constrained reader…
For time constrained readers, to maximize my book’s benefits, I have designed each chapter to deliver numerous multipliers to respectfully bring graduated operational clarity to the stewardship, oversight, and management of intangible assets. For starters, this includes…
- treating the management of intangible assets as business decisions and fiduciary responsibilities, not solely as legal or accounting processes.
- structuring business transactions to mitigate the inevitable asset risks which, when materialized can (a.) entangle intangible assets in costly and time consuming legal disputes and challenges, (b.) disrupt the momentum of company projects or new product or service launches, and/or (c.) undermine projected or anticipated synergies and competitive advantages.
- fostering a ‘company culture’ that recognizes and supports the contributory and collaborative value of intangibles…
- making companies more organizationally resilient to the materialization of risks, by including intangible assets in continuity and contingency planning.
- ensuring the production, contributory role, and value of intangible assets is aligned with a company’s core mission, strategic planning, and the various types of transactions it typically engages.
- elevating company reputation, image, and goodwill among stakeholders and gain the attention of prospective consumers beyond its traditional market space.
- reducing asset vulnerability to theft, misappropriation and other types of risks and threats, because when certain risks materialize unabated, they will undermine asset value, competitive advantages, market position, and otherwise adversely affect company reputation.
- using and exploiting intangible assets, commensurate with their respective life, value, and functionality cycles.
Collectively, the above serves as preludes for achieving more consistent business success and profitability, which now, more than ever before, each is inextricably linked to the effective development, management, and safeguarding of intangible assets.
As always, comments are welcome at Mike Moberly, email@example.com.
Pre-order a new book, ‘Safeguarding Intangible Assets’ by Mike Moberly!