Michael D. Moberly June 23, 2017 email@example.com ‘A business intangible asset blog where attention span really matters’.
I am an intangible asset strategist, risk specialist, and trainer. Much of my work commences with the premise that business leadership and management teams have fiduciary responsibilities to routinely and objectively ask and ultimately ensure…
is this company effectively positioned, insofar as possessing the
necessary expertise and skill sets, at the ready, to identify, unravel, develop, exploit, and extract as much value, revenue, and competitive
advantage as possible from its intangible assets, while simultaneously monitoring – mitigating risks and safe-guarding each assets’ value, sustainability, and materiality…?
Should the question not be asked or the actions not occur, or fail, little else may matter, because IA (intangible asset) value, competitive advantages, and sources of revenue, etc., will inevitably be vulnerable to rapid erosion, being undermined, and go to zero!
As such, an intangible asset strategist, risk specialist, and trainer can deliver lucrative and sustainable benefits to a company by…
1. Providing guidance when – where necessary for utilizing IA’s, i.e., extracting value, delivering competitive advantages, strategic planning, and measuring asset performance.
2. Adding predictability to business transaction outcomes, projected returns, and exit strategies whenever-however-wherever IA’s are in play by…
a. assessing IA stability, defensibility, value, and sustainability contexts.
b. conducting pre – post transaction due diligence to ensure competitive advantages, synergies, efficiencies, and value of the IA’s remain stable.
c. reducing the probability that project-transaction momentum can be stifled by mitigating circumstances that can…
i. ensnare and/or entangle the assets in costly and time consuming legal challenges.
ii. undermine/erode asset value and performance.
iii. adversely affect asset reputation ‘risk points’.
5. Integrating IA valuation, reporting, and accounting in company governance.
6. Organizing IA intelligent ‘company culture’ that aligns – converges with company’s mission, business objectives, and strategic planning.
7. Implementing organizational resilience (continuity, contingency) planning that encompasses mission essential IA’s to provide quicker recovery following a significant business disruption or reputation risk.
8. Bringing clarity to specific IA factors, i.e., recognition, valuation, separability, transferability, life-value-functionality cycles, risk, and value chain monitoring.