An ‘Intangible Asset Model’ to Re-imagine Business…

Michael D. Moberly, Principal, Founder, kpstrat

It’s irrevocably indisputable that today and for the foreseeable future, 80+/-% of most business’s value, sources of revenue, wealth creation potential, competitiveness, and sustainability lie in – emerge directly from business things intangible, i.e., various forms of intellectual, structural, and relationship capital which individual – collectively manifest and/or converge as intellectual property, proprietary know how, competitive advantage, and brand, etc.

  • Leadership and influencers who nostalgically sense they must argue against these operation realities as an exception to these economic facts are (fiduciarily) obliged to reconsider.
  • These economic facts – business operation realities collectively translate as unarguable rationale for this still, often perceived as an unconventional strategy.
  • Conceiving, conducting, and transacting business through a business things intangible lens should be a ‘front and center’ fixture to every business strategists’ and decisions makers’ dashboard…

I am not suggesting necessarily that an a new position of intangible asset officer be immediately ensconced in every corporation or SME (small – medium size enterprise). 

I am suggesting here, now, that having available routine and practical insight to the array of intangible assets a business has and will likely acquire, develop, and produce at any point in the future,

  • will beneficially compliment (add measurable value, competitiveness, revenue generation capacity, etc., to the inputs of other, perhaps more conventional players and influencers, e.g.,

These value adds, (capable of flowing from injecting operational familiarity with business things intangible) can, and likely will manifest in various observable, replicable, and lucrative ways insofar as personal + professional development toward innovation, development, operation, and transaction. Try it, I am confident the outcome will be beneficial.

In business operations, service development and delivery, today, and for the foreseeable future, greater awareness of, appreciation for, and attention to the overwhelmingly dominant drivers – influencers of and foundations to most business’s…

  • operational relevance, value, revenue generation capacity, competitiveness, resilience, and sustainability lie in and/or emerge directly from things intangible.
  • intangibles, preferably (and aspirationally) manifest at some point, as forms of valuable – competitive advantage goodwill, image, reputation, customer satisfaction, and brand integrity, etc.


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