Bleakly, and unfortunately, devastating business reputation risk circumstances can deliver opportunities for intangible asset fire sales.

Readers recognize that most business’s reputation variously originate, develop, emerge, rise, and become sustainable and preferably lucrative, via the…

• collaborative introduction of the right, largely intangible descriptors and images (of a product, service, offering) at the right time, in the right way, at the right cost, connected to a reliable – supportive operating culture.

As a business intangible asset strategist – risk mitigator, some contributions I make to businesses- clients, can be…

• tactical in the sense of relevance/application to particular-types of business transactions, i.e., buy-sell-license, etc., whenever, however, and wherever intangible assets are in play.
• circumstantial, to surface, showcase, and advance particular-intangible assets (underlying – integral to same) competitively, lucratively, and as observable components to a reliable – supportive operating culture, and
• strategic by guiding these components to function – embed collaboratively – lucratively – competitively for sustainable – long term benefits.

Unfortunately, today, and, for the foreseeable future, for various irrelevant + relevant reasons-rationales, some business leaders and the businesses they oversee can reputationally self-destruct…

• often very rapidly, with fewer ‘fixes, remediations, or quick turn arounds’ readily available, and
• carelessly – inconsiderately allowing a lot of still valuable, useful, and competitive intangible assets suspended and dangling, ala various forms, contexts, and applications of intellectual, structural, and relationship capital.

In numerous instances, the leadership, management team, board, and investors of an adversely (reputation risk) affected business, ‘are in scramble mode’ endeavoring to…

• shore-up, defend, respond, and otherwise try to save aspects of reputations related to a particular-product, service, innovation, and of course, standing that remain reasonably unblemished and perhaps proprietarily intact.

The success of doing so is costly and the outcomes are varied, and come with no guarantee of sustainability, especially when…

• momentum has been stifled, operating culture disillusioned, and good employees seek-pursue opportunities to exit, along with their intellectual, structural, and relationship capital, while,
• investors and value – supply chains listen, watch, assess, and react accordingly, in their best interest.

Repairing – rebuilding business reputation is doable (more so) if, when, and where, either is assessed to be feasible – plausible among customers, consumers, and clients, who hopefully…

• in the interim – during the ‘reputational turmoil’, are yet to be drawn or attracted to considering other sources in the interim.

Once again, when a business’ reputation (brand) has suddenly gone awry, perhapsvia a directed and excessively public risk (internally, externally, or self-inflicted) it’s quite possible, an intangible asset fire salemay be on the horizon, wherein…

• particular-intangible assets still held and intact could be (bought, sold, licensed, or transferred to aspiring competitors.
• providing same are sufficiently separatable from adverse association that is irreparable, and
• remain attractive, valuable, and useful if-when applied to other circumstances and/or businesses not experiencing reputational trauma.

Business intangible asset ‘fire sales’ should consider, among other things…

• recognizing the various types and contexts of intangible assets a prospective buyer needs, can apply and integrate in an existing operational culture.
• assessing the intangible assets (individually, collectively) for potential transferability, operability, and sustainability, e.g., capable of producing – contributing – delivering comparable attractivity, brand influence, valuation, competitive advantage, and revenue generation capability.

This post, and each post published @ Business Intangible Asset Blog, have been developed, researched, written, and published entirely @ the experienced hand of Michael D. Moberly, not AI.

The ‘Business Intangible Asset Blog’ is experientially researched, written, and produced by Michael D. Moberly (since 2006 – over 1000 long form posts) to provide readers (business leaders, management teams, boards, and investors) with reliable perspectives and nuanced insights to distinguish, value, and safeguard particular – business things intangible designated as mission essential. 

The post Unimpaired Business Intangible Asset Fire Sales… first appeared on kpstrat.

This, and future posts that focus on ‘mitigating risks to businesses reputation’, (a.) encourage receptivity to removing those risk takers who are particularly careless and/or self-destructive in language, behavior, and actions, and (b.) recognizing a business’s reputation is comprised of – embedded with intangible (non-physical) assets.

As such, the posts, in this series, are respectfully intended to…

serve as encouragement for discussion – debate among business leaders, management teams, boards, investors, and others (fiduciarily, or otherwise) responsible for oversight, governance, quarterly advancement, risk mitigation, and inquiry.

translate my perspectives to kick-start – re-think good-better-best ways to develop and execute ‘reputation risk’ initiatives, i.e., policies, practices, and responses with distinctive and forward-looking clarity, in advance of business reputation risk materialization, e.g.,

• define, explain (set an internal course to) execute effective policies, practices, and responses.
• deter + mitigate vulnerability, probability, criticality to reputation risks.
• offer insights – strategies for businesses to recoup and recover from same,
  • with brand, standing, valuation, competitiveness, and revenue generation capability-capacity reasonably intact.

These posts (focusing on reputation risk) assert that some of the more costly, damaging, and less recoupable (reputation) risks that surface are variously exacerbated by direct linkage to a particular leader of the business…

• who, for various reasons, repeatedly expose themselves to, experiment with, and/or engage, in risk, ala behavior, speech, actions, associations, internally or externally, which perhaps inevitably and publicly is revealed, will prompt cascading affects wherein the ‘risk’ assumes ‘a life and duration of its own’, speciously, maliciously, and asymmetrically @ keystroke speeds to undermine – devalue all reputations.

For these reasons, these posts draw attention to the (intangible) ‘fickleness, un-resilient, and in-elastic elements to a business’s reputation.

Thus, these posts legitimately …

• introduce experientially rooted perspectives I have acquired-developed overtime, as an intangible asset strategist – risk mitigator, which encourage businesses to debate – discuss – integrate same in strategy to render a business’s reputation more resilient and less vulnerable, by
• incorporating business specific strategies for mitigating vulnerability-probability-criticality of reputational risks relative to the expanding array of adversities (materialized reputation risks) deliver @ the will and timing of others, @ keystroke speeds.

These posts also include defensible rationales and guidance which businesses can reasonably rely-expect relative to sustaining and returning to operational normalcy quicker and with their ‘mission essential’ intangible assets reasonably intact, as a consequence of experiencing reputational risk.

These posts also encourage recognition that business reputation risks can originate internally and be delivered externally, maliciously, and asymmetrically, with motives, by those seeking to establish an economic-competitive advantage, as well as, by

• ideological adversaries who may be influenced to deliver costly, momentum stifling, and time-consuming adverse effects-outcomes that can indeterminately linger,
• unless or until effective ameliorations, remedies, and deterrents execute, which I encourage inclusion of receptivity to removing particularly careless risk takers.

These posts are further intended to respectfully – practically aid those responsible for reputation risk oversight and mitigation, to apply these posts as tools to de-clutter the development, application, implementation, and defensibility frequently associated with conventional policy development.

I am developing more posts ‘discussing the intangible asset side of business reputation risk’, they will be available soon @ Business Intangible Asset Blog…

This post, and all others published @ Business Intangible Asset Blog, have been developed, researched, written, and published entirely @ the experienced hand of Michael D. Moberly, not AI.

The ‘Business Intangible Asset Blog’ is experientially researched, written, and produced by Michael D. Moberly (since 2006 – over 1000 long form posts) to provide readers (business leaders, management teams, boards, and investors) with reliable perspectives and nuanced insights to distinguish, value, and safeguard particular – business things intangible designated as mission essential. 

The post Mitigating Risks to Business Reputation… first appeared on kpstrat.

Admittedly, I am not a fan of attention grabbing, dramatized, and exploitative antics ‘green lighted’ by aspiring mega-wealthy characters, ala business leaders.

I presume, some who repeatedly engage in such (nonsensical) activities, believe, based on prevalence of same, doing this produces the attention, marketing, and momentum sought, to advance particular objectives, irrespective of the seeming irrelevance of the content and presumptive messaging believed to be occurring.  

Seldom do kpstrat service benefits accrue to businesses, or their leadership, if either presumes a prelude to marketing – momentum building to an entrepreneurially driven venture can…

• sustainably materialize absent economic – operational familiarity with the ‘mission essential’ intangible assets developed, held, applied, very much in play, and probably at risk.

Social media theatrics and embellishments of the irrelevant and inconsequential, through my experiential lens, not-infrequently, influence people to…

• call into question and/or reconsider their previous presumptions related to a product, service, and/or brands attractivity, need, valuation, competitiveness, revenue generation capability-capacity, sustainability, and wisdom of investing in same.

Respectfully, my preferences (as a business intangible asset strategist + risk mitigator) are to…

• deliver strategy and services to initiatives, circumstances, and transactions via business leaders, management teams, boards, and investors, this includes, among other things,
• recognizing – demonstrating benefits to achieving operational – economic familiarity with the…
• intangible asset drivers – sources of valuation, competitiveness, revenue generation capability, and sustainability, e.g.,

the right forms, contexts, and applications of intellectual, structural, and relationship capital, ala…

• proprietary knowledge, knowhow, processes, procedures, and associations, introduced at the right time, in the right way, at the right cost, to

• converge as attractive, competitive, lucrative, and sustainable business operating cultures.

Let there be no doubt, for early-stage businesses, startups, as well as small-medium enterprises (SME’s), the prospect of leader, product, service, innovation awareness ‘going viral’, via legitimate social media initiatives, or antics, is challenging to resist considering, testing, and pursuing.

Of course, converting – translating ‘sudden high levels of awareness’ into actual, legitimate, and ‘retailing’ interest, e.g., prospective clients, buyers, consumers, and/or investors, carries additional and relevant obligations, initiatives, and practices to be in place.

The latter should – will inevitably necessitate ‘economic – operational familiarity’ to explain – differentiate the ‘mission essential and foundational’ intangible assets which underlie leadership, innovation, product, service, standing, and culture.

It’s particularly enjoyable to contribute to (serve) businesses and clients who hold clear, defensible, and sustainable ‘track records’. More so, when it is improbable that a sudden revelation – reversal will materialize to denigrate, devalue, and/or undermine key intangible assets which…

• which leaders – businesses have acquired, developed, honed, applied, and enjoy the benefits repeatedly, and
• which businesses universally, irrespective of sector, stage, sales, size, etc., are dependent, reliant, and all commences and is premised.

Over the years, I have had the pleasureof engaging – researching many businesses which consistently – sustainably exhibit intangible asset prowess in their overall managerial style and operating culture.

Leaders who exhibit recognition of the relevant intangible assets (in play – at risk) will realize – be positioned to benefit from that specialized business acumen which requires no social media dramatics – antics which will surely jeopardize what most wish to achieve.

Experientially, there are no one-size-fits-all roadmaps to business things intangible, aside from being receptive to achieving familiarity with the expanding intangible asset sides of business economics and operation.

I suspect readers agree, business leadership, irrespective of sector, should assume (fiduciary) obligations for their preparations to navigate arrays of urgent ‘circumstances and circuses’ which can materialize and cascade enterprise wide asymmetrically. Mitigating – defending against same is essential.

This post, and all others published @ Business Intangible Asset Blog, have been developed, researched, written, and published entirely @ the experienced hand of Michael D. Moberly, not AI.

The ‘Business Intangible Asset Blog’ is experientially researched, written, and produced by Michael D. Moberly (since 2006 – over 1000 long form posts) to provide readers (business leaders, management teams, boards, and investors) with reliable perspectives and nuanced insights to distinguish, value, and safeguard particular – business things intangible designated as mission essential. 

The post Business Leaders Exhibit Familiarity with Intangible Assets… first appeared on kpstrat.

In the impending (business operation – governance) worlds of AI, a consequence – outcome which has yet to receive the attention due is…

• can or will business’s proprietarily developed, held, and applied intangible assets, continue to be…
  • recognized – assessed as valuable, sustainable, lucrative, and competitive advantages, ala intangible intellectual properties, etc., which are,
  • differentiate-able, defensible, and mission essential to a specific business, brand, product, and/or service?

This post, is respectfully intended to offer experiential insights – perspectives to this topic by, among other things, encouraging business leaders, management teams, boards, and investors, to…

1. reflect – project all things AI, e.g., which, when, where, and how AI can, could, and probably should be considered in the near term, for introduction to a business.
2. recognize good-better-best ways to execute the above, lucratively, competitively, and sustainably.
3. anticipate the various (new, different, alternative, additional) ways business leaders’ roles and contributions are likely be re-framed, measured and assessed a little differently, relative to their operational familiarity with AI to advance a business.

It’s increasingly clear, that we are in-the-midst of both AI advocacy and AI cautionary projections of various downsides and/or unfavorable realities which challengers or conventionalists conjecture are likely to follow. 

Thus far, the latter is repeatedly framed – conveyed to dampen business’s rush to, and presumptions that AI can do all its promoters and advocates’ claim, absent experiencing collateral – consequential risks, challenges, and/or liabilities.

In this post, I wish to do neither. Instead, I am merely a business intangible asset strategist and risk mitigator who holds…

• a bunch of experiences which I consider relevant to (most) business things intangible across sectors and transactions, ala
• whenever, however, and why-ever valuable, competitive, lucrative, sustainable, and ‘mission essential’ intangible assets are in play and/or at risk, it’s possible, I can,

collaboratively frame – guide viable options and strategies to mitigate risks and sustain – enhance asset value, competitiveness, and revenue generation capability-capacity.

I believe it’s important for businessesto acknowledge that AI…

1. has, is, and will continue to be increasingly significant influencers – drivers to business.
2. can be harnessed and applied ethically, lucratively, and competitively.
3. is a fiduciarily relevant perspective that some developers – suppliers of AI will,
4. develop-execute particular-manifestations to pursue a single and/or near-term outcome which will be,
5. detrimental, undermining, unethical, and perhaps illegal, but extraordinarily lucrative to/for those who initially apply same.

Readers already conceive – recognize arrays of challenges and adversities which are likely on-the-horizon, relative to how, when, where, and why AI may – can be applied, and claimed to be deliverable.

There will be many more how’s, when’s, where’s, and why’s regarding AI, to be sure, ‘a bunch of which’ have yet to be conceived or experienced.

A particular challenge – adversity which I envision emerging soon is…

• AI and/or a derivative will continue to diminish ‘creative business sectors’, wherein the,
• development of business specific innovations, creations, and content is lessened and/or abridged irreversibly by AI produced products vs. human originators.

Business leaders, management teams, boards, and investors remain (fiduciarily) obliged to consider…

• when and by how much AI may influence – alter their need for and valuation of businesses existing and proprietarily developed, held, and applied intangible assets, deemed,
• ‘mission essential’, e.g., to brand valuation, competitiveness, and revenue generation, etc.

Business’s mission essential intangible assets develop and contribute in various forms, contexts, and applications of…

1. intellectual capital (knowledge-know how) 
2. structural capital (particular-processes, procedures), and
3. relationship capital (internal-external associations, alliances), etc., and

routinely and distinguishably – universally embed in business operating cultures.

In the impending – expansive AI application arenas, very important questions are…

• how will ‘the mission essential’ ones which most business’s today, across sectors, are reliant and dependent,
• be defined, differentiated, defended, safeguarded, counted, and taxed, etc., relative to current accounting-valuation standards and legal precedents and practice?

The ‘Business Intangible Asset Blog’ is experientially researched, written, and produced by Michael D. Moberly (since 2006 – over 1000 long form posts) to provide readers (business leaders, management teams, boards, and investors) with reliable perspectives and nuanced insights to distinguish, value, and safeguard particular – business things intangible designated as mission essential. 

The post Will AI Affect How Business’s Intangible Assets Are Valued… first appeared on kpstrat.

This post offers – describes a uniquely current perspective for and about Elon Musk, Twitter, and Tesla which variously appear to still hold Musk’s interest, wherein…

• Twitter, Tesla, and Musk himself, are business entities, which we are obliged to recognize, are intangible asset intensive, dependent, and reliant.

I am a business intangible asset advocate, strategist, and risk mitigator. My work reaches across sectors and transactions, irrespective size, stage, sales, standing, reputation, valuation, products-services, location, or players. 

Readers are respectfully reminded that today, and for the foreseeable future, as much as 80+% of most business’s valuation, competitiveness, revenue generation, brand, and reputation, etc., lie in – emerge directly from intangible (non-physical) assets.

Routinely, particular-intangible assets a business, its leaders, management teams develop – hold and introduce, are obliged to be differentiated as ‘mission essential’.

They economically, operationally, and beneficially materialize – apply in various forms, types, contexts, and applications of…

• intellectual capital (knowledge-knowhow),
• structural capital (processes, procedures), and
• relationship capital (associations), which preferably and universally can,
  • converge as lucrative, competitive, sustainable, and revenue generating (business) operating cultures.

The ‘Goldwater Rule’, and full disclosure, oblige me to affirm that I am neither a psychologist nor psychiatrist, ala Musk and various adversities currently experienced at Twitter, and/or Tesla, that is…

• I do not own a Tesla automobile, nor do I anticipate ownership of same in the future.
• I have not used Twitter for years, and, to my knowledge, I hold no stock in Twitter or Tesla.
• I have no (known) connectivity to Elon Musk, ala there is no indication he has read any of my (1000+) blog posts, sector specific papers-booklets, or books regarding business things intangible.

However, I do read, study, and write-a-lot about what I see, and think about, most-all-of-which are framed via my experiences in business intangible asset advocacy, strategy, safeguards, and risk mitigation.

Musk, Twitter, and Tesla, in my view, and growing numbers of ‘competing-for-click comparables’, exhibit, little economic – operational awareness of, or concern for how they,

1. unceremoniously describe – communicate intangibles imprudently, will and can,
2. adversely affect their own businesses value chain, often @ keystroke speed, and
3. solidify – advance adverse images of their business’s products-services, attractivity to investment, brand, reputation, valuation, competitiveness, sustainability, and revenue generation capability.

Every business which I am familiar, is (increasingly and irreversibly) intangible asset intensive, dependent, and reliant on…

• leaders and management teams to (proprietarily) develop, introduce, and hold indeterminately, particular and ‘mission essential’ intangible assets, e.g., the right ones being introduced at the right time, in the right way, at the right cost.

What I see being exhibited by Musk, et al, to Twitter, and Tesla, exceeds mere befuddlement, rather some form of unnecessary and imprudent form of (personal) amusement that is detrimental to ranges of beneficial – prudent outcomes which I encourage, advise, advocate, and guide.

Most investors hope and perhaps, variously trust, that Musk’s utterances, especially those which adversely affect business things intangible, are rational, ethical, and will eventually produce admirable, additional, and sustainable value…

• without unnecessarily disrupting, undermining, and/or otherwise devaluing ‘mission essentials’ indeterminately.

Am I not seeing something with respect to Musk, Twitter, or Tesla? Am I missing something which is clear to others, but evades me?  Are there methods or processes strategically at work – in play here, which have yet to surface or be publicly reasoned. Quite possibly, but I am increasingly doubtful, impatient, and disappointed that any business leader, whether once the ‘world’s wealthiest person, or not, may ‘treat’ a business in such a cavalier manner.

There are billions of dollars of ‘mission essential’ intangible assets which have already been undermined, devalued, laid off, and in near irretrievable and un-recoupable disarray @ Twitter and Tesla. Not your ‘daddy’s Tesla’, is it?

I enjoy the good-better-best practice of reliable, sustainable, transaction-able, and investable truths, as an advocate – strategist to-for business things intangible. Otherwise, I encourage engaging risk mitigation modes along with aggressive intangible asset specific due diligence, firmly grounded in pre-post, near term, and strategic contexts.

When the blustery smoke clears and the paint dries, (if it ever does) business valuation, competitiveness, strategy, know how, and leader legacy, etc., are, and will increasingly be about the various types, categories, contexts, and applications of intangible assets which its leaders, management teams, and boards are obliged to consistently exhibit, advocate, and execute, because, doing this will…

• uniquely embed in, advance, and sustain a business operating culture and brand.
• influence (business, product, service, and reputation) valuation, competitive advantage, and revenue generation potential.

The ‘Business Intangible Asset Blog’ is experientially researched, written, and produced by Michael D. Moberly (since 2006 – over 1000 long form posts) to provide readers (business leaders, management teams, boards, and investors) with reliable perspectives and nuanced insights to distinguish, value, and safeguard particular – business things intangible designated as mission essential. 

The post Intangible Assets Held By Twitter, Tesla, and Musk… first appeared on kpstrat.

This post does not represent another un or inexperienced (pile-on) rebuke of SWA for its recent holiday travel debacle.

Yes, it materialized – cascaded, (a.) during one of the most emotion-laden holiday periods of any year, SWA’s very publicly and operationally, experienced a near ‘breaking point’ with its customers, (b.) leaving thousands of disappointed, angry, frustrated, and tired ‘passengers’, across generations, to (c.) learn that they may be indeterminately delayed or unable to arrive at their scheduled Christmas 2022 destination.

Adverse circumstances – chain-of-events such as this, regardless of how, why, or when they materialize, are not easily redeemable, nor recoupable, for any business, irrespective of its sector, size, stage, or brand.

Nor is it likely that SWA’s admirable + bankable history of on-time-ness, pricing, goodwill, or regional dominance, etc., will make substantial difference (in the near term) to those adversely affected.

In no small part because, most – more businesses (across sectors) are (increasingly) intangible asset intensive, dependent, and reliant, circumstances such as this…

• regardless of how, why, when they materialize, converge, and adversely cascade enterprise wide,

• across value chains, in 1-2 days, are neither easily, nor readily redeemable or recoupable, but probable and repeatable.

What’s more, each adversely affected individual, family, and/or loved one, hold devices in which they may repetitively + publicly convey their individualized form of disappointment, via multiple platforms for the duration of same, which include…

• conceivable – forthcoming ranges of recompence that SWA will devise, focus-group, and offer on-line to Christmas travelers whose plans did not materialize as intended.

Experientially, business leaders convey inattentiveness to vulnerability, probability, and criticality of particular-circumstances and/or risks which can materialize and cascade, and the keystroke speeds of doing so…

• which present myriad opportunities – avenues for undermining – destabilizing brands, reputations, operating cultures, valuations, projections, competitiveness, and to be sure, revenue generation capability-capacity.

Each of which can materialize, in spite of conventionally argued rationales and/or non-disclosure agreements which may influence a business leader, strategist, management team, board, and investors’ receptivity to delay what’s needed, necessary, and essential. Distinguishing the difference is neither a guess nor hunch.

Perhaps unique to SWA in this instance, there are likely few disgruntled passengers or disappointed loved ones who actually-know the names of SWA’s leadership (aside perhaps from Herb Kelleher, SWA’s founder, who died in 2019) to direct their message, e.g., I will never fly SWA again and I will discourage others doing so as well.

Based on my rudimentary familiarity with logistics and scheduling (please see my earlier posts regarding FedEx) wherein it’s reasonable to characterize this particular – calamity (for SWA), was an…

• inevitability + convergence of sorts to being receptive to conventionally conveyed arguments and conventionally calculated assessments which translate…

if a particular operation or function which a business + brand relies – depends, is not deemed wholly broken yet, then same can be operationally – fiscally delayed, thereby subordinating interim inconveniences and costs to mere wishful guesswork.

Those who may be inclined to argue that same can or will materialize as an (equally or tactically) sustainable, competitive, and lucrative strategy, leaves me, and I’m confident, many readers of this blog, ‘scratching our collective heads’.

Prudent – timely (business process and/or system) upgrades which can both enhance service + mitigate risk, should be calculably worthy considerations, not default positions.

Also, readers of this blog recognize, there are countless, well-intended business economic – operation ‘best practices’ which obligingly emerged when business valuation, competitiveness, and revenue generation, etc., were

• previously reliant – dependent on bigger – faster inputs of physical-tangible assets, versus
• today’s inputs – contributions of intangible – non-physical assets, e.g., various forms, contexts, and applications of intellectual, structural, and relationship capital.

The latter, I am confident (as a business intangible asset strategists and risk mitigator) SWA will ‘feel’ in their upcoming quarterly projections.

SWA’s, not unlike most businesses today, irrespective of sector, size, stage, or location is irreversibly…intangible asset intensive, dependent, and reliant on reputation and trust.

The ‘Business Intangible Asset Blog’ is experientially researched, written, and produced by Michael D. Moberly (since 2006 – over 1000 long form posts) to provide readers (business leaders, management teams, boards, and investors) with reliable perspectives and nuanced insights to distinguish, value, and safeguard particular – business things intangible designated as mission essential. 

The post Southwest Airlines Reputational Risk… first appeared on kpstrat.

A business’s reputation represents (preferably, competitively, and lucratively) the purposeful development + introduction of the right forms, contexts, and applications of business things intangible, i.e., intellectual, structural, and relationship capital, at the right time, in the right way, at the right cost.

Every business which I am familiar, irrespective of sector, size, stage, sales, or location, recognizes – seeks to develop and prosper from building + sustaining a trusting reputation with customers, clients, consumers, and investors and convey same via operating culture.

Particular-business things intangible can-will-doinfluence how we frame, define, distinguish, rely – depend on, and collectively benefit from business, personal, and professional reputation – trust.

Business leaders, management teams, boards, and investors are (fiduciarily) obliged to recognize that reputation and trust…

1. are measurable and valuable contributors to + influences of associations, relationships, demeanors, and practices, etc. which can converge as operating culture positives.
2. serve toaffectthe longevity – sustainability of a business, e.g., its products, services, standing, competitiveness, and revenue generation capability and capacity, et al.

Unfortunately, (business) reputation and trust are variously fragile, increasingly spoilable, and vulnerable to purposeful efforts to undermine either, particularly if-when either…

• is presumed to be in-vincible or un-tarnishable,
• is un-recognized for their contributory roles and value adds, and
• risks – challenges are un-monitored, un-mitigated, and materialize – cascade at,
  • keystroke speeds to adversely – irreversibly affect businesses @ substantial and un-recoupable cost.

Consumers, buyers, customers, and clients apply various and conventional descriptors regarding perceptions and/or experiences related to a business’s reputation and/or trust, often with gradations, e.g., trustworthy, generally trustworthy, untrustworthy, or some variation of a Reagan-ness perspective ala ‘trust but verify’ which may include presumptions of redeemability.

Let there be no debate, most – more businesses today, and for the foreseeable future, are intangible asset intensive, dependent, and reliant on reputation and trust.

The ‘Business Intangible Asset Blog’ is experientially researched, written, and produced by Michael D. Moberly (since 2006 – over 1000 long form posts) to provide readers (business leaders, management teams, boards, and investors) with reliable perspectives and nuanced insights to distinguish, value, and safeguard particular – business things intangible designated as mission essential. 

The post Business Reputation and Trust Are Valuable Intangible Assets… first appeared on kpstrat.

The valuation of business’s ‘mission essential’ intangible assets (by third parties) can be an awkward, frustrating, and disappointing experience for business leaders, management teams, boards, and investors.

Conventional valuation processes (for business things intangible) can appear both very rule-standard driven, yet rather subjective, and not particularly nuanced nor current reflections of the various ways most businesses today, irrespective of sector, size, or stage are universally dependent + reliant on…

1. internally and proprietarily developed, invested, held, and applied intangible assets and
2. variously unique and sustainable contributions + value adds intangible make to particular-products, services, and/or brands, etc.

Business’s ‘mission essential’ intangible assets are those which sustainable have been proprietarily developed and contribute to achieving particular-favorable outcomes. (Michael D. Moberly)

Practically, this blog’s primary focus is to aid readers to recognize, differentiate, safeguard, and value particular business things intangible which are…

1. relevant + sustainable over long periods of time, e.g., the value-materiality (life) cycle of a particular product, service, mission, and
2. qualitatively – competitively – contributorily measurable as being ‘essential’ to framing, achieving, and sustaining favorable outcomes, e.g., competitiveness and revenue generation capability-capacity.

Economically – competitively the above business economic + operational realities translate to…

• 70-80+% of most business’ competitiveness, revenue generation capability-capacity, sustainability, and operating culture, are…
• reliant – dependent on – embedded with particular-intangible assets, e.g., various forms, contexts, and applications of intellectual, structural, and relationship capital which converge and are exhibited as features – components to business’s operating culture.

In circumstances – transactions in whichbusiness leaders,et al, may not be ‘operationally familiar’ with the various ‘mission essential’ roles – contributions made-influenced by business things intangible.

When this occurs, the various + measurable contributions – value addsof particular -intangible assets, will more likely be unrecognized, un-or-under-valued, and at risk, along with the underlying knowledge, know how, and expertise being…

• introduced at the right time, in the right way, and at the right cost.

Let there be no debate, most – more businesses today, and for the foreseeable future, are intangible asset intensive, dependent, and reliant.

The ‘Business Intangible Asset Blog’ is experientially researched, written, and produced by Michael D. Moberly (since 2006 – over 1000 long form posts) to provide readers (business leaders, management teams, boards, and investors) with reliable perspectives and nuanced insights to distinguish, value, and safeguard particular – business things intangible designated as mission essential. 

The post Valuing Business’s Intangible Assets: It’s Time to Get Practical… first appeared on kpstrat.

Business leaders, management teams, boards, investors, and employees are obliged to consider; when the phrase ‘they’ve stolen our intellectual property’ is uttered, radars across a business’s value chain will suddenly become more sensitive – less resilient, for good reason.

I am not suggesting that business leaders avoid, dodge, or ‘second guess’ uttering ‘they’ve stolen our intellectual property’. Quite the contrary.

I am encouraging business leaders, et al, to recognize that safeguarding – mitigating risks to proprietarily developed, held, and ‘mission essential’ intangible assets translate to a fiduciary obligation.

Business things intangible recognized – designated as ‘mission essential’ materialize as various forms, contexts, applications of…

• intellectual, structural, and relationship capital, and various ways same converge as ‘operating culture’.
• which a business, brand, product, and/or service is reliant – dependent relative to valuation, attracting investment, and its competitiveness, revenue generation capability, and sustainability,
• vis-à-vis customers, clients, buyers, users, investors, and stakeholders.

I am advising business leaders, et al, to recognize when the phrase ‘they’ve stolen our intellectual property’ is uttered, it will likely influence variations of the following…

1. theories will flourish about what, why, who, when, and how it occurred.
2. leadership, brands, business operating cultures, and relationships will suddenly be suspect.
3. notices may follow that some (manufacturing – distribution relationships may be re-considered or revoked.
4. employees may be laid off and the institutional – experiential knowledge and knowhow they hold may begin to seek opportunities elsewhere.
5. ‘fingers will-be-pointed’ everywhere, along with arrays of if-only’s, and I told you so’s, being uttered and offered, e.g., suspicions, insinuations, and ‘theories’ for debate and scrutiny via social media.
6. leader, product, innovation, and service reputation will suddenly become suspect.
7. brand and innovation valuation and investment attractivity will likely decline and/or wholly withdraw due to association.
8. strategic business aspirations – plans will suddenly need attention, possibly alteration, and new investment.
9. civil action (ala prolonged, costly, and momentum stifling) will be advocated by some, but holds little opportunity for near term outcomes to recoup damages, impairments, or losses, sufficient to return to a-state-of-whole.

More on these, and other important topics – issues @ Business Intangible Asset Blog…

The ‘Business Intangible Asset Blog’ is experientially researched, written, and produced by Michael D. Moberly (since 2006 – over 1000 long form posts) to provide readers (business leaders, management teams, boards, and investors) with reliable perspectives and nuanced insights to distinguish, value, and safeguard particular – business things intangible designated as mission essential. 

The post Business’s Reactions to ‘They’ve Stolen Our IP’… first appeared on kpstrat.

‘They’re stealing our intellectual property’ is an infuriating, discouraging, and often momentum dampening discovery – proclamation for originators, owners, and investors of proprietarily developed-held intangible assets and issued IP, i.e., various forms, contexts, and applications of intellectual, structural, and relationship   capital, ala knowledge and knowhow.

Each party is relying – depending on the sustainability (competitiveness, revenue generation capability-capacity, etc.) of those particular-intangible assets, so, ‘they’re stealing our intellectual property’ is often an initial…

• realization of the impending adverse effects that will materialize, while endeavoring to square.
• recognition of the assets’ attraction – valuation to others.
• reflection that an economic – competitive advantage adversary, or insider, is using-applying your achievements, for their gain.
• revelation that the outcomes may be irreversible and un-recoupable.

There is ample evidence, experiential research, studies, surveys, and investigative outcomes that focus exclusively on these business circumstances, several of which I have participated, contributed to, and/or initiated.

Acts of (intangible asset) theft generally occur along continuums, wherein ‘mission essential’ innovation, ala knowledge – knowhow are either…

• tactically targeted – sought for acquisition and transfer, and/or,
• strategically misappropriated – infringed to converge elsewhere over a- period-of-time.

Adverse outcomes that converge on a business from either of the above (along this continuum) also produce reputation risks to the assets’ future viability and the holders – investors use of same.

My counsel to business leaders, management teams, boards, and investors on these matters is to recognize early – often that whenever a startup – business, irrespective of sector, size, location is endeavoring to…

• market – distinguish its competitiveness, revenue generation capability-capacity, and consumer-customer-client attractivity, etc., vis-à-vis its unique intangible assets,
• leadership is (fiduciarily) obliged to safeguard – mitigate risk to those assets and their contributory roles.

More on this topic is posted-published at this blog…please read and comment.

The ‘Business Intangible Asset Blog’ is experientially researched, written, and produced by Michael D. Moberly (since 2006, over 1000 long form posts) to provide readers (business leaders, management teams, boards, and investors) with reliable perspectives and nuanced insights to distinguish, value, and safeguard particular-business things intangible designated as mission essential. 

The post They’re Stealing Our Intellectual Property… first appeared on kpstrat.