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!
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What Happens To Intangible Asset Value During The ‘Meltdown’…?
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.
Getting Intangible Assets On Board and Senior Management Agendas…
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.
Business Transaction Management Teams: When Intangible Assets Are In Play…
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 compelling business cases for utilizing – exploiting intangible assets…Ten Things To Know!
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.
Replicating Intangible Assets In Mergers and Acquisitions and Venture Capital Investments
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.