A company culture can be a dynamic and valuable intangible asset that is capable of change; avoid turning your company’s culture into a reputational risk!
I remain respectfully unconvinced whether the value of a company’s intangible assets experience comparable devaluation in magnitude, as have, for example, a publicly traded company’s stock price over the past 90 days.
The underlying/foundational responsibilities for identifying, assessing, and sustaining (protecting, preserving) control, use, ownership, and value of intangible assets should be a collaborative effort amongst intangible asset specialists, legal counsel, security, IT, risk management, and relevant business units where the intangibles often originate and percolate.
When transaction management teams frame their work in intangible asset contexts, it adds credibility, confidence, and efficiencies and increases the probability that pertinent details will become action items in the teams’ interactions with c-suites and boardrooms.
Building the essential ‘business case’ (rationale) for devoting the time and resources to identify, assess, value, utilize, and extract value from a company’s intangible assets commences with possessing a thorough and practical understanding of intangibles.
Assuming acquired ‘company specific’ intangible assets can be replicated or can be ‘made to fit’ in another company’s operating culture or circumstance, can be chancy at best.
It’s advisable that that ‘replicability’ of intangible assets should figure prominently in any transactions’ overall analysis, due diligence, judgment, and intuition.