The answer to the question presented in this post’s title is actually, quite straight forward…i.e., recognition for and effective exploitation of intangible assets can, and routinely do lead to…
- elevating company value.
- generating new sources of revenue.
- creating competitive advantages,
- laying stronger foundations for sustainability, and
- building an intangible asset intelligent company culture, etc. https://kpstrat.com/wp-admin/post.php?post=231
Achieving the above is, of course, dependent – contingent on…company management teams recognizing..
- which intangible assets their company possesses, produces, and/or acquires.
- assessing – monitoring the contributory role those intangibles play, and
- the value and competitive advantages those intangibles produce.
The capability necessary for businesses to consistently distinguish- assess – monitor the materiality of their intangible assets lies almost exclusively with leadership’s ability to…
- develop, deploy, and execute ‘best practices’ toward their intangibles (enterprise wide),
- sustain indeterminate control, use, and ownership of those assets,
- and monitor – assess the assets contributory role, value, and materiality. Michael D. Moberly
Key starting points to achieving this starts with recognizing…https://kpstrat.com/wp-admin/post.php?post=1067
1. Computer/IT security is not synonymous with safeguarding – monitoring asset’s contributory role, value, competitive advantages, or their materiality.
2. Proof of intellectual property ownership (patents, trademarks, copyrights) does not equate with sustaining control, use, or the ability to produce – ensure (current-future) economic – competitive advantage benefits nor serve as consistent indicators of intangible assets’ contributory role or value.
3. There are no certificates issued by government’s, i.e., equivalents of the U.S. Patent and Trademark Office (USPTO) that identify – differentiate a company’s intangible assets or which intangibles should be considered proprietary and how they are best secured.
4. Conventional intellectual property enforcements (i.e., patents, trademarks, copyrights) no longer serve as standalone deterrents to theft, misappropriation, or infringement, e.g.,
a. today, most every company’s IP is vulnerable to being outpaced, circumvented, and/or wholly disregarded by growing global cadres of predatorial – legacy free infringers and business intelligence and data mining operations that function at keystroke speeds.
5. Intangible asset safeguards should be designed to last for the economic – competitive advantage life, value, functionality, and materiality cycles of each asset, not for a fixed period-of-time.
a. If – when intangibles are not effectively safeguarded and monitored, risk vulnerability, probability, and criticality will emerge as losses, compromises, infringement, and/or value – competitive advantage undermining and hemorrhaging.
6. Exploiting – utilizing a company’s key intangible assets and its underlying intellectual, structural, and relationship capital, are no longer just another risk of doing business, they are a requisite to a profitable business.
7. Far too many companies inadvertently relinquish (lose) control, use, and ownership of their intangible assets when they become entangled in costly disputes and challenges, often due to misplaced trust and/or not knowing, with sufficient precision…
a. which assets warrant safeguarding and preserving and
b. from what and whom the safeguards should be directed.
The objectives of course, are recognizing how – when each of the above serve as preludes to building (company) value, generating revenue, producing competitive advantages, and sustaining opportunities for companies to experience sector-wide stature and growth are routine outcomes to businesses which recognize how to develop, integrate, and exploit their intangible assets.
Michael D. Moberly April 19, 2018 St. Louis m.moberly@kpstrat.com The ‘Business Intangible Asset Blog’ since May 2006 https://kpstrat.com/blog where one’s attention span, intangible asset, and solutions converge.
Readers are invited to explore other work products I have produced – published. i.e., papers, books, and blog posts at https://kpstrat.com/papers
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