Any company’s efforts to counter or mitigate the potential, but, very real adverse affects of competitor intelligence absolutely begins with understanding its intangible assets!
Companies are now obliged, perhaps more than ever before, to literally re-think those elements of their information security policies that address risks – threats posed by insiders, that unfortunately, but, all-to-frequently begin and end at time of hire and are overly focused on employee’s computer/IT usage and access.
Conventional strategic planning templates tend to overlook a company’s intangible assets, that is, they are not likely to include processes to identify them, unravel them, value them, leverage them,
position them, sustain (protect, preserve) their control and ownership, or extract value from them.
Building a ‘business case’ for introducing new-additional security products (hardware, software, etc.) should also include – clearly describe the ‘intangible assets’ the product will deliver.
While executives emphasize the importance of measuring the performance of intangible assets, equal importance should be placed, up front, on aiding decision makers to recognize what intangible assets their company possesses, produces, and/or has acquired and how to identify, unravel, and approximate their value.
The real intent of a company’s information security policy (practices, procedures) is to ensure it reflects the real objective, that is, to sustain (protect, preserve) control, use, ownership, and value of its intangible assets!