As more company’s value and sources of revenue lie in intangible assets it will be the impetus for management teams and boards to convert the traditional position of ‘information asset protection manager’ to ‘intangible asset risk management and protection officer’?
Converging and bundling a company’s intangible assets with its core mission – business strategy is a timely, important, and growing trend. But, why is such an exercise worthy of management team and board’s time?
University ‘schools of business’ should become (more) involved in elevating awareness and providing guidance to management teams and boards of SME’s (small, medium enterprizes) and SMM’s (small, medium multinationals) regarding the effective utilization of their ‘intangible assets’.
Execution of key intangible asset management techniques is the key company boards and management teams accruing economic benefits, competitive advantages, or efficiencies flowing to their company from their intangibles.
An increasingly relevant prelude to company – organization strategic planning is conducting an intangible asset assessment.
Franchisors and franchise operation success and profitability may not be driven so much by the licensing of intellectual property as they are driven by the highly individual intangible assets franchisees’ develop!