My research, writing, research, speaking, teaching, and publishing over many years remains focused on matters related to and benefits derived from effectively utilizing, safeguarding, and mitigating risk to business things intangible and issued IP.

With special emphasis on various forms, contexts, and applications of intangible assets distinguished as mission enhancing and/or mission essential, e.g., measurably contribute to revenue generation, and valuation of a business, products, brands, services, standing, and/or competitiveness.

This includes (especially unique and/or proprietary forms and use of) intellectual capital (knowledge, know-how), structural capital (processes, procedures) and relationship capital (associations, alliances, collaborations).

Safeguarding – mitigating risk to business things intangible includes providing guidance for business leaders, R&D administrators, and investors to sustain control, use, and ownership of mission enhancing – mission essential intellectual, structural, and relationship capital which are considered proprietary, e.g., R&D applications and/or issued IP (intellectual property).

Rationale for my work is reinforced by repeated findings of well-regarded research which conclude that successful business development, operation, and economics are increasingly intangible-asset intensive, dependent, and reliant.

This translates to 70-80+/-% of most businesses competitiveness, revenue generation capability, valuation, and sustainability (irrespective of sector, size, or stage of development) are driven by and rely-depend on the right intangible assets being developed and introduced at the right time, in the right way, at the right cost.

My work (publishing papers, speaking engagements, Blog, and books) also incorporate assessing and mitigating business – brand vulnerability-probability-criticality to reputational risks, misappropriation, economic espionage, and arrays of circumstances and/or nefarious acts which can…

• favorably or adversely effect attractivity, competitiveness, monetization, valuation, revenue generation capability, and investor attractivity, etc., to intangible assets which underlie a particular-product, brand, service, innovation, or reputation.

My writing – publishing reflects business’s necessary interest in and fiduciary obligations to advantageously use, monetize, safeguard, and mitigate risk to business things intangible which are mission and/or transaction essential.

Circumstantial insights as conveyed here, combined with sector specific perspectives are near obligatory preludes to advancing – sustaining (good, better, best) positions to…

• develop-introduce advantageous strategies and practices to reflect intangible asset intensity, dependency, and
• advance – sustain revenue generation capability, competitiveness, valuation, and resilience.
• stimulate – advance operating culture satisfaction, momentum, and standing.
• recognize – mitigate risks to essential intangible assets in play.

Insights, capabilities, and proficiencies gleaned from my work, writing, and speaking (and like-minded colleagues) allow me to legitimately characterize my role and contributions as ‘business intangible asset strategy and risk mitigation’.

There should be no hesitation today to consider business things intangible designated as essential to business development, mission, and/or a transaction are (fiduciarily) obliged to be treated proprietarily.

That is, safeguarded and risks mitigated to reflect the unique way (how, where, when, why) they contribute to business (product, service) attractivity, competitiveness, valuation, and revenue generation capability.

 Readers are invited to examine ‘Safeguarding Intangible Assets’ a book I authored at https://kpstrat.com/books/ 

Posts @ Business Intangible Asset Blog present various business economic – operational realities. Business leaders, entrepreneurs, R&D administrators, management teams, boards, and investors across sectors report benefiting from these posts, e.g., mitigating (reacting, responding to) the often ‘public – viral’ risks and challenges which produce reputational risks, are obligations with little room or time for equivocation or error.

The Business Intangible Asset Blog was created in 2006 and now includes 1200+ topic-specific- long form posts. Posts are intended to provide readers with unique and reliable insights on current matters related to – affecting business things intangible.

Posts at Business Intangible Asset Blog are developed – written solely by Mr. Moberly (not AI). Posts are intended to draw readers attention to the development, application, management, safeguards, and risk mitigation obligations necessary today for business’s ‘mission essential’ intangible assets.

Readers are also invited to explore other posts, along with books and papers available @ ‘Home – kpstrat

The post Why It’s Important to Safeguard – Mitigate Risk to Business Things Intangible…? first appeared on kpstrat.

Safeguarding – mitigating risk to business’s often proprietary intangible assets, e.g., unique and valuable knowledge and know-how, are essential contributors to sustainable successes.

Today, businesses are increasingly intangible asset intensive, dependent, and reliant. irrespective of sector, size, stage, sales, products, or services

This influences business success to be portrayed not solely in contexts of revenue generation and valuation, but also in measures of reputation, competitiveness, attractivity for investment, and operating culture, etc., the intangible (non-physical) contributions to balance sheets.

There are fifteen types – categories of intangible assets (including IP) which I encourage familiarity for all business leaders, management teams, boards, and investors. What Are Intangible Assets? – kpstrat

Familiarity is obliged to include differentiating businesses ‘mission essential’ intangible assets which often originate internally and are considered proprietary as unique forms, contexts, and/or applications of…

• intellectual capital (knowledge, knowhow).
• structural capital (processes, procedures), and/or
• relationship capital (alliances, interactions, associations)
  • which frequently are intended to be business, brand, product, and/or service specific.

‘Mission essential’ intangible assets are observable in every business which I am familiar whether they are recognized as such, or not. Particular-intangible assets, which are distinguished as mission essential convey which, how, when, where, and why they serve as foundational underliers and measurable contributors to a business’s successes.

Mission essential intangible assets favorably differentiate a business, economically, operationally, competitively, and culturally, etc., relative to the demand for and value of its products, services, brand, reputation, image, and goodwill, etc.

Let there be little debate, on this matter, these universal business economic facts and operational realities, having to do with intangible asset intensity, dependency, and reliance translates to…

• 70-80+% of most business’s competitiveness, innovation, revenue generation capability, reputation, valuation, and sustainability, lie in – emerge directly from non-physical (intangible) assets, and less from tangible-physical-fixed assets.

This business transition of more reliance on intangible – non-physical assets and less reliance on conventional tangible-physical-fixed assets was initially described in Intangibles | Brookings – Unseen Wealth: Report of the Brookings Task Force on Intangibles on JSTOR – Intangible Assets: Computers and Organizational Capital | Brookings)

Today, and for the foreseeable future, business-brand specific (mission essential) intangible assets are less likely to be available for purchase – application in conventional off-the-shelf contexts. Instead, the much-needed inputs of particular-intangible assets which are frequently capable of being developed and applied internally, proprietarily, and then perhaps portrayed in some ‘trade secrecy’ context.

However, a mere designation of proprietary or ‘trade secrecy’ are not self-enforcing nor does either serve as sufficient or stand-alone deterrents to the nefarious.

Preferably, business’s ‘mission essential’ intangible assets should be subject to monitorable and maneuverable safeguards and risk mitigation. Doing so, can position same for sustained (long term) economic – competitive advantage benefit, and be legitimately measured as valuable and measurable contributors throughout their respective life-value cycle.

As such, most business’s ‘mission essential’ intangible assets are legitimate, measurable, reliable, and strategic barometers – differentiators that warrant reader familiarity.

Unfortunately, internally developed – applied intangible assets (e.g., knowledge, knowhow, etc.) are seldom treated as proprietary.

Readers are invited to examine ‘Safeguarding Intangible Assets’ a book I authored at https://kpstrat.com/books/ 

Posts @ Business Intangible Asset Blog present various business economic – operational realities. Business leaders, entrepreneurs, R&D administrators, management teams, boards, and investors across sectors report benefiting from these posts, e.g., mitigating (reacting, responding to) the often ‘public – viral’ risks and challenges which produce reputational risks, are obligations with little room or time for equivocation or error.

The Business Intangible Asset Blog was created in 2006 and now includes 1200+ topic-specific- long form posts. Posts are intended to provide readers with unique and reliable insights on current matters related to – affecting business things intangible.

Posts at Business Intangible Asset Blog are developed – written solely by Mr. Moberly (not AI). Posts are intended to draw readers attention to the development, application, management, safeguards, and risk mitigation obligations necessary today for business’s ‘mission essential’ intangible assets.

Readers are also invited to explore other posts, along with books and papers available @ ‘Home – kpstrat

The post Why Business’s Should Safeguard – Mitigate Risk to Their Proprietary Knowhow… first appeared on kpstrat.

For most businesses it is not particularly challenging for customers to notice (sense, perceive) the intangible of a business’ operating culture.

Business – institution operating cultures, as readers know, can be interwoven and embedded collections – collaborations of appealing intangible assets, or interpreted as conveying unappealing intangible liabilities.

• As an asset, operating cultures can be attractive, inspiring, productive, and serve as value laden differentiators and contributors to/for the valuation, reputation, competitiveness, resilience, revenue generation capability, and wealth creation potential of a business or institution.
• As a liability, on the other hand, operating cultures can be perceived as conveying uncomplimentary reflections of a business’s reputation, i.e., uninviting, unaccommodating, and perhaps, too convention laden. Collectively, such generally adverse perceptions render most businesses less maneuverable and resilient.

Some obvious reasons for either are business operating cultures are experience-able, that is, they can be personally felt, heard, observed, talked about, and ‘first impressions’ are often significant and memorable.

I have observed business operating cultures to be circumstantially compelling, managerially engrossing, variously sustainable, frequently transferable, and occasionally generational.

Let there be no mistake, business – institution operating cultures are interwoven – embedded collections – collaborations of intangible assets, e.g., various forms, contexts, and applications of ‘dual use’…

• intellectual capital (knowledge, knowhow)
• structural capital (processes, procedures)
• relationship capital (alliances, associations, etc.) – Please review 15+ types/categories and examples of intangible assets @ Home – kpstrat

At this juncture, it’s especially important to recognize most-more businesses today, irrespective of their sector, size, stage, mission, products, or services, etc., are increasingly and irreversibly intangible asset intensive, dependent, and reliant.

Therefore, I encourage readers to favorably consider this universal business economic – operational reality…

• 70-80+% of most business’s valuation, revenue generation capability, competitiveness, reputation, and sustainability lie in – emerge directly from intangible assets. Intangibles | Brookings – Unseen Wealth: Report of the Brookings Task Force on Intangibles on JSTOR – Intangible Assets: Computers and Organizational Capital | Brookings)

In this context, and as a business intangible asset strategist, it is disheartening to learn about or observe businesses via their leadership, management teams, and boards, et al, appearing to not overtly – publicly attach import to and/or be attentive to the very explicit contributory roles – value adds that drive – influence operating cultures.

Admittedly, these perspectives may seem, to some, as narrow in the sense they perhaps apply most to circumstances in which one may have (a.) choice or options to do business elsewhere, and/or (b.) if-when one feels slighted or is turned off by an operating culture they experience or learn about, they may go elsewhere.

Interestingly though, the sensory advantage of feeling slighted, or being personally disgusted may become variously anesthetized due to practicalities and realities in play which render choice and slights, less important, at least in the near term.

In some instances, practicalities – realities may influence one to feel compelled or obliged to be less sensitive and more receptive to disregarding particular – aspects of an operating culture. In part, that may be because it’s probable same-similar, or variations will be encountered elsewhere and repeatedly, ala I don’t like it, but I have to deal with it.

Too, Professors Cameron and Quinn developed an Organizational Culture Assessment Instrument (OCAI) which consists of four ‘competing values’ that correspond with four types of organizational culture below. Organizational cultures typology of Cameron and Quinn (1999) | Download Scientific Diagram (researchgate.net)

Every organization (Cameron and Quinn note) has its own combination of these four types of organizational cultures, The 4 types of corporate culture, explained – Work Life by Atlassian

This instrument is a tool that may guide business leaders, management teams, and boards to reasonably…

• describe a current operating culture, and
• understand its strengths and weaknesses, and make changes to improve performance. Organizational Culture Assessment Instrument (OCAI) – Big Agile (big-agile.com)

1. Clan business operating culture – refers to a type of culture that fosters a collaborative environment by accentuating-encouraging-valuing commitment, participation, and allegiance.
   • Is largely horizontal (not vertical) in structure with pods of cohesive – interdependent employees who identify, share, and align with a business’s vision – mission. Clan Culture: An Informative Guide for HR Professionals – AIHR
2. Adhocracy business operating culture – describes an approach of decentralized leadership, individual initiative, and organic decision-making. This operating culture does not rely on a rigid or necessarily convention laden practices, procedures, or authority.
3. Market business operating culture – is focused on business financial successes, e.g., meeting goals and targets. Each employee play distinctive roles insofar as reaching the business’s larger (ROI) goals. The 4 Types of Organizational Culture & Their Benefits | Built In
4. Hierarchy business operating culture – is built on shared (specific) core values, top-down (hierarchical) decision-making, and internal predictability popular among contemporary businesses. Hierarchy Culture Explained: What Is Hierarchy Culture? – 2024 – MasterClass

 Readers can also consider the following observable (intangible) elements to describe – differentiate business operating cultures I have adapted from Organizational Culture Assessment Instrument (OCAI) explained | OCAI (wordpress.com)

1. techniques, initiatives, data points, etc., used to maintain and/or introduce enhancements.
2. markers (daily – strategic) for emphasis and review.
3. bonding agents, e.g., essential adhesives holding operating culture together.
4. elements which render it attractive, distinctive, competitive, ambitious, and expressively innocuous and fairly defendable.
5. interest in, benefits of, difficulty for replication elsewhere.
6. probability (commitment-cost) for durability and sustainability.
7. appearance of being leader specific-durational, or condition-circumstance dependent.
8. criteria to differentiate and assess contributions to mission successes and realizing benefits.
9. influence on innovation, collaboration, proficiency, and productivity.

Readers are invited to examine ‘Safeguarding Intangible Assets’ a book I authored at https://kpstrat.com/books/ 

Posts @ Business Intangible Asset Blog present various business economic – operational realities. Business leaders, entrepreneurs, R&D administrators, management teams, boards, and investors across sectors report benefiting from these posts, e.g., mitigating (reacting, responding to) the often ‘public – viral’ risks and challenges which produce reputational risks, are obligations with little room or time for equivocation or error.

 The Business Intangible Asset Blog was created in 2006 and now includes 1200+ topic-specific- long form posts. Posts are intended to provide readers with unique and reliable insights on current matters related to – affecting business things intangible.

 Posts at Business Intangible Asset Blog are developed – written solely by Mr. Moberly (not AI). Posts are intended to draw readers attention to the development, application, management, safeguards, and risk mitigation obligations necessary today for business’s ‘mission essential’ intangible assets.

Readers are also invited to explore other posts, along with books and papers available @ ‘Home – kpstrat

The post What’s The Value of Your Business’s Operating Culture? first appeared on kpstrat.

I find many businesses, irrespective of size, sector, or stage of development-maturation, employ individuals, whether they are recognized or not, who quietly hold particularly desirable and intangible skill sets, e.g., they…

1. can be independently observant of problems, challenges, inefficiencies, and/or risks that arise during their work.
2. can suggest and execute doable (unique) tweaks, fixes and/or solutions to mitigate and/or eliminate either if-when it is experienced.

To explain this, I have enjoyed engaging in trusted – discreet conversations with individuals employed in various levels in early-stage R&D ventures and/or SME’s (small-medium enterprises) across sectors (nationally and internationally).

To my interest, many of these discussions led to invitations for on-site tours-observations wherein I learned about – acquired (circumstance specific) familiarity with ‘mission essential – first responder’ employees who conceived and frequently executed creative and viable fixes and/or solutions to work problems they observed and/or were brought to their attention.

Interestingly, in no instance (as it happened) did the awareness, development, and application of a fix require a laboratory, production-service shutdown, or wholesale procedural changes. Nor was the fix conceived or framed to attract investment or pursue IP (intellectual property) beyond producing immediate remedies – benefits to their employer.

Most of these special fixes I learned about via these conversations emerged discreetly. There was no evidence of an expectation of or desire for fanfare beyond receiving respectful and collegial handshakes from both coworkers and managers once the fix was conceived and executed internally.

I characterize such discreetness’ as intangible, admirable, and measurable elements – contributions (to an operating culture) which happened to be evident in these discussions to draw interest and anyone who is aware, chooses to look, and wishes to advance and sustain.

Unique and timely ‘fixes’ and the economic – competitive advantages same frequently delivered appeared to be understood and absorbed internally as noiseless competencies and expectancies of a desired (often embedded) business operating culture.

For many genuinely creative – innovative individuals I meet, the development, introduction, and execution of a ‘fix’, frequently entailed something broader – larger than a mere tweak to a process or procedure. Instead, it includes inputs of…

1. intellectual capital (knowledge and knowhow).
2. structural capital (processes, procedures), and
3. relationship capital (when-where how) either was needed and could be applied.

That is not to imply each fix and/or solution applied was wholly successful the first time. Rather, the initial fix, and how, why, and what influenced its development, also influenced me to want to learn more about what creative fixes or solutions would follow from business operating cultures embedded with such expectancies.

Through my lens, there are two specific and equally relevant components to this willingly innovative operating culture which I observed being repeatedly exhibited, ala the intangible and the tangible…

• framing various forms, contexts, and applications of intellectual – structural – relationship capital
• inventing, making, and applying a tangible-physical ‘gadget’ to mitigate breakdowns, risk of injury, and/or improve efficiency, etc.

Embedded in these conversations were unstructured pods of creative and innovative individuals reflect situations – circumstances (challenges, problems, etc.) they observe and/or become aware and consider what could be done differently and how they may be able to…

• to mitigate repetition of a problem or challenge
• by developing – introducing something different, which could be more effective, efficient, and less likely to be subject – vulnerable to the same or different challenges.

None of these discussions (which have occurred over many years, and continue today) reveal a particular fix, or the fixer sought or was destined for ‘fame and fortune’ elsewhere or considered becoming a ‘social media’ influencer. Again, all was quite noiseless while exhibiting appreciation for the inquiry and interest.

Readers can be assured that I do not wish to portray the conversations referenced here, nor what I gleaned from as particularly scientific. Rather, each conversation was uniquely interesting and relevant to me as a business intangible asset strategist.

While my takeaways were framed through an advocacy of business intangible assets, each was variously affirming and significant because they bolster my arguments that business leaders, management teams, boards, and investors are (fiduciarily) obliged to be familiar with and monitor ‘operating cultures’.

So. let there be no doubt, business operating cultures and the types of reputations they stimulate are distinguishable and subject to likes, dislikes, and repeats. Collectively, business operating cultures, as interwoven collections of intangible assets, translate to…

• sustainable – more durable/resilient business valuations, competitive advantages, and revenue generating capabilities.

Unfortunately, through my lens, there is persistent unfamiliarity and inattentiveness to business operating cultures. More so, it appears in go fast, go hard, go global business development and operating environments.

Hence, far too frequently, the contributory roles – value adds of a business operating culture, are often un-under-appreciated, un-under-valued, taken for granted, and unrecognized unless – until ‘reputation risks’ materialize and cascade to threaten a business’s position and success.

Experientially, as a business intangible asset strategist and risk mitigator, many of those innovations and creations (referenced above) quite clearly revealed desirable and valuable attitudes of an operating culture. i.e., observant, willing, clever, resourceful, practical, and effective.

It remains fascinating to learn that (not-infrequently) ingenuity can emerge and be applied quite noiselessly. That is, the innovator’s ‘invention – innovation would likely be considered proprietary to primarily benefit an employer.

For a host of reasons, each of these creative – innovative fixers I have the good fortune to meet did not seek, nor expect grandiose recognition, external applause, remuneration, but were delighted to discuss same in precise detail.

I am reminded of a scene in the 2012 film titled ‘Argo’ with actors Ben Affleck (playing CIA agent Tony Mendez) and Bryan Cranston (playing a CIA administrator), i.e., ‘if you wanted to become famous, you should have joined the circus.’ Argo – Official Trailer 1 [HD] (youtube.com)

In numerous instances, during my discussions with innovative enterprises, it was apparent the responsible creative – innovator, while they may not have acted entirely alone, they did recognize, (a) when a challenge arose, (b.) what was needed, and (c.) what they may be able to contribute – do as a remedy.

Nothing particularly ‘earth shaking’ here, right. The perspectives I wish to convey is similar attitudes and capabilities are not necessarily one-off occurrences. Instead, they are, for those who may be looking, collaboratively embedded elements to a business’s operating culture.

Individually – collectively these elements, if – when they are recognized, encouraged, and sustained, by leadership and management teams, can serve as attractive, competitive, and valuable differentiators and contributors to/for every business which I am familiar, irrespective of size, sector, or stage.

Readers are invited to examine ‘Safeguarding Intangible Assets’ a book I authored at https://kpstrat.com/books/ 

Posts @ Business Intangible Asset Blog present various business economic – operational realities. Business leaders, entrepreneurs, R&D administrators, management teams, boards, and investors across sectors report benefiting from these posts, e.g., mitigating (reacting, responding to) the often ‘public – viral’ risks and challenges which produce reputational risks, are obligations with little room or time for equivocation or error.

 The Business Intangible Asset Blog was created in 2006 and now includes 1200+ topic-specific- long form posts. Posts are intended to provide readers with unique and reliable insights on current matters related to – affecting business things intangible.

 Posts at Business Intangible Asset Blog are developed – written solely by Mr. Moberly (not AI). Posts are intended to draw readers attention to the development, application, management, safeguards, and risk mitigation obligations necessary today for business’s ‘mission essential’ intangible assets.

Readers are also invited to explore other posts, along with books and papers available @ ‘Home – kpstrat

The post Business Operating Cultures Are Intangible Asset Intensive… first appeared on kpstrat.

My experiences nationally, internationally, and across sectors have influenced which engagement opportunities can be framed best to benefit clients.

Engagement considerations include my regard for the evolving art and science of management and managing, and our obligations to focus on business things intangible.

I’ve had the pleasure (over many years) to observe remarkable acts of managing both intangible (non-physical) assets and tangible (physical-fixed) assets. Admittedly, most reflect and are framed through my lens as an intangible asset strategist and risk mitigator.

What’s particularly remarkable is many observations is they frequently reveal a convergence of capable and receptive individuals, who, (whether its’ recognized, understood, or not) hold – apply skill sets that reflect these economic – operation realities, i.e.,

• 70-80+% of most business’s valuation, revenue generation, competitiveness, and sustainability today lie in – emerge directly from intangible assets. Intangibles | Brookings – Unseen Wealth: Report of the Brookings Task Force on Intangibles on JSTOR – Intangible Assets: Computers and Organizational Capital | Brookings)

Often times, via respectful nudges, these capable – receptive individuals further appreciate business’ irreversible dependence – reliance on intangible (non-physical) assets.

This frequently leads to (a.) differentiating which intangible assets are ‘mission essential’, (b.) articulating (fiduciary) obligations to sustain control, use, and ownership of those assets, (c.) applying relevant safeguards and risk mitigation, and (d.) monitoring the assets contributory roles and value adds to extend their respective ‘life – value cycles’.

I’m confident readers would agree, there are various social, educational, institutional, and experiential fundamentals (conventions) which continue to underlie the art and science of managing and management.

However, the complexities and challenges associated with managing businesses today and the stewardship of ‘mission essential’ intangible assets, frequently materialize publicly. As such, it reflects on reputation, operating culture, brand, and attractivity for investment, among other things.

As conveyed in many of the 1,200+ posts published at Business Intangible Asset Blog Home – kpstrat, the art and science of management and managing today is obliged to pay consistent attention to business things intangible, especially those designated as ‘mission essential’ to/for a business, institution, or organization.

I conceived the designation ‘mission essential’ intangible assets as a (qualitative – quantitative) approach for business leaders, management teams, boards, and investors, et al, to differentiate ‘the intangible asset components of business that matter most’.

Also, the designation of ‘mission essential’ is intended to deter businesses, e.g., leaders, innovators, entrepreneurs, and startups, etc., from being dismissive of the relevance of intangibles.

As I define ‘mission essential’ intangible assets, they (a.) are frequently business, product, service, brand, and/or reputation specific, and (b.) measurably contribute to competitive position, revenue generation, and valuation, etc.

Business’s increasing dependence – reliance on intangible assets warrant leaders, management teams, boards, and investors to seek – acquire operational familiarity with the various types, categories, and applications of intangible assets and IP, especially the underlying-foundational, and often proprietarily developed and unique applications of…

• intellectual capital (knowledge, knowhow).
• structural capital (processes, procedures), and
• relationship capital (alliances, interactions, associations)

As a business intangible asset strategist and risk mitigator, it’s a pleasure to collaborate with leaders, managers, boards, and investors across sectors who are receptive to developing sustainable ways to utilize – benefit from their intangible assets and/or IP ‘beyond conventions’. That is, to enhance, create, and sustain sources of competitiveness and revenue generation.

Today, much innovation development and pitches for investment, etc., remain rooted in conventionally defined (fixed) asset models which are burdened with durational benefits, accounting, and taxation, e.g., property, equipment, vehicles, etc.

Not infrequently, tangible-fixed assets come with standardized wash, rinse, repeat, replace ‘life – value cycles’ with less significance being attached to the array of intangible assets necessary to go fast, go hard, go global.

It’s the intangible assets which matter more and most, e.g., which, when, where, why, and how they contribute, and for how long with effective management, safeguards, and risk mitigation.

However, the intangibility – non-physicality of these assets and the various ways intellectual, structural, and relationship capital can be introduced – applied, render same not particularly receptive to conventional (one-size-fits-all) forms of management, safeguards, or risk mitigation.

To maximize and sustain intangible assets’ respective contributory roles and value adds today, warrants specialized management – managing prowess.

 The art and science (ala curriculum, study, teaching, and experiencing) sufficient to become a good, better, best manager, emerges from one’s good sense to seek familiarity with the intangible asset – non-physical aspects of business economics and operations.

 The management of intangible assets are permanent – irreversible obligations, as is the universal dependency – reliance on intangible (non-physical) assets.

The need to consistently develop the right intangible assets, in the right way, at the right cost, and introduce same at the right time, and hold all proprietarily via the appropriate safeguards and risk mitigation is obligatory. https://kpstrat.com/wp-admin/post.php?post=1258&action

Readers are invited to examine ‘Safeguarding Intangible Assets’ a book I authored at https://kpstrat.com/books/ 

Posts @ Business Intangible Asset Blog present various business economic – operational realities. Business leaders, entrepreneurs, R&D administrators, management teams, boards, and investors across sectors report benefiting from these posts, e.g., mitigating (reacting, responding to) the often ‘public – viral’ risks and challenges which produce reputational risks, are obligations with little room or time for equivocation or error.

 The Business Intangible Asset Blog was created in 2006 and now includes 1200+ topic-specific- long form posts. Posts are intended to provide readers with unique and reliable insights on current matters related to – affecting business things intangible.

 Posts at Business Intangible Asset Blog are developed – written solely by Mr. Moberly (not AI). Posts are intended to draw readers attention to the development, application, management, safeguards, and risk mitigation obligations necessary today for business’s ‘mission essential’ intangible assets.

Readers are also invited to explore other posts, along with books and papers available @ ‘Home – kpstrat

The post Obligations to Manage Intangible Assets… first appeared on kpstrat.

Let there be no doubt, I am an advocate of NPR and a consistent listener to NPR, (National Public Radio). I have been both since August 1982, wherever I have lived and/or traveled in the U.S.

I am confident many-most NPR listeners acquire intellectual – structural capital by listening to NPR and the array of ‘news, discussion, cultural’ programs and podcasts produced nationally and locally.

Also, I happen to be a business intangible asset strategist which include being a practitioner, researcher, presenter, blogger, and author of books on matters related to differentiating, using, and benefiting from business things intangible. kpstrat.com Safeguarding Intangible Assets et al.

I created the Business Intangible Asset Blog some years ago which now includes 1100+ (long form – topic specific) posts researched and written, by my hand, at Business Intangible Asset Blog.

These interests + skill sets which I routinely endeavor to expand and hone, influence me to reflect on intangible assets which businesses – organizations across sectors, publicly exhibit, and which I hold some familiarity.

In this regard, being an avid listener and supporter of NPR, it’s correct to characterize same as an intangible asset intensive, dependent, and reliant organization. That is, each segment, or program origination, development, production, and on-air delivery is ‘chock full’ of intangible assets, primarily various forms, contexts, and applications of…

1. intellectual capital – unique knowledge, knowhow, interlaced with experiences.
2. structural capital – dependable – replicable processes, procedures, and ways to articulate and communicate issues of the day.
3. relationship capital – trusted associations and alliances to draw from and upon.

Collectively, this translates universally as an economic – operational reality that 70 – 80+% of most business’s – organization’s valuation, competitiveness, revenue generation capability, and sustainability (durability, resilience, etc.) lie in – derive directly from intangible (non-physical) assets. Intangibles | Brookings – Unseen Wealth: Report of the Brookings Task Force on Intangibles on JSTOR – Intangible Assets: Computers and Organizational Capital | Brookings)

This is particularly relevant to NPR because it predominantly is a (purposeful -intentional) listening – hearing’ medium, which Steve Inskeep aptly suggests he ‘can hear people thinking’. Morning Edition : NPR

Through my lens (as a business intangible asset strategist and risk mitigator) achieving this attractive state sufficiently and consistently across arrays of reporting, interviewing, programming, and podcasting, reflects the desire + ability (operating culture) for…

developing the right intangible assets, in the right way, at the right cost, applying same at the right time, while endeavoring to hold the exclusively of all with the appropriate journalistic, ethical, and professional safeguards and risk mitigation in place.

At a National Academies’ conference, I participated a few years ago, (titled ‘Intangible Assets: Measuring and Enhancing Their Contribution To Corporate Value and Economic Growth) a conferee described the difference between intangible (non-physical) and tangible (physical, fixed) assets as, ‘if I can kick it, drop it, or stub my toe on it, it’s a tangible asset’.

To be sure, intangible assets are non-physical. There are 15 widely recognized types/categories of intangible assets which I describe and provide examples. What Are Intangible Assets? – kpstrat

The manner-in-which organizations (ala NPR) recognize, appreciate, differentiate, sustain, and choose to utilize (time, place, issue, host) the intangible assets they develop and preferably designate as ‘mission essential’ to NPR’s production and delivery attractivity, sustainability, and reputation, and listener evaluation.

In turn, these intangibles, via leadership, can interact collaboratively and complimentary in (a.) production operating culture, and (b.) on-air delivery to form distinctive, objective, and attractive value adds to-for listeners and supporters that warrant trust and expectation consistency.

Most all of which is legitimately subject to listeners and supporters as a sense of and rationale for listening and remembering.

Each can also translate further as meaningful – competitive value-adds and generationally relevant and attractive rationales and paths for attracting – pursuing ‘listeners, listening, and support.’

Public radio’s dominance of and fiduciary attention to using intangible assets objectively, ala news-talk-culture markets, translates to trust on NPR’s relationship capital.

Sustaining and banking each same across communities of listeners and supporters warrant recognition and stewardship particularly in markets where other media-journalistic outlets compete.

Readers are invited to examine ‘Safeguarding Intangible Assets’ a book I authored at https://kpstrat.com/books/ 

Posts @ Business Intangible Asset Blog present various business economic – operational realities. Each warrants the attention of business leaders, entrepreneurs, R&D administrators, management teams, boards, and investors across sectors. Mitigating (reacting, responding to) the often ‘public – viral’ risks and challenges which produce reputational risks, are obligations with little room or time for equivocation or error.

The Business Intangible Asset Blog was created in 2006 and now includes 1200+ topic-specific- long form posts. Posts are intended to provide readers with unique and reliable insights on current matters related to – affecting business things intangible.

Posts at Business Intangible Asset Blog are developed – written solely by Mr. Moberly (not AI). Posts are intended to draw readers attention to the development, application, management, safeguards, and risk mitigation obligations necessary today for business’s ‘mission essential’ intangible assets.

Readers are also invited to explore other posts, along with books and papers available @ ‘Home – kpstrat

The post NPR’s Value Stems From The Way It’s Intangible Assets Are Applied, Not Exploited… first appeared on kpstrat.

Most businesses today are intangible asset intensive, dependent, and reliant.

This translates to the economic – operational universality that most businesses, irrespective of size, stage, sector, or location, their valuation, revenue generation capabilities, competitiveness, and wealth creation potential are increasingly dependent on the contributory roles of intangible (non-physical) assets.

For these reasons, the management, stewardship, safeguards, and risk mitigation directed to the development of (proprietary) intangible assets, especially those designated mission essential, should be considered (fiduciary) obligations. See Stone v Ritter Implications – kpstrat

This entails achieving sufficient operational familiarity with business things intangible to…

consistently develop the right intangible assets, in the right way, at the right cost, introduce same at the right time, and endeavor to hold all proprietarily with the appropriate safeguards and risk mitigation in place.

That’s because intangible assets are non-physical, attractive externally, generally non-renewable, and seldom recoupable (intact) if-when compromised.

And because the economic benefits – competitive advantages produced (by a business’s intangible assets) are often publicly exhibited via operating culture. As such, they are often targeted and vulnerable to (nefarious) misappropriation-transfer elsewhere, ala copying – replication without remuneration. IP Theft: What Bad Actors Want – Seek Most… – kpstrat

If when (internal – external) risks and/or compromises materialize, the developers – holders of a business’s mission essential intangible assets, are likely to experience various levels of economic – competitive advantage hemorrhaging that commence rapidly and irreversibly, e.g., Engineer accused of stealing Google’s AI secrets for Chinese startup – POLITICO

So, why is it that…

1. Many will likely know when our desk stapler goes missing, but may be clueless about the origins of business’s mission essential intangible assets, i.e., who, when, where, and how they were developed, applied, and the various ways they distinctively and favorably influence the attractivity, competitiveness, and valuation of particular-products, services, reputation, and valuation…
2. Some of us may entrust – share proprietary content embedded in business’s ‘mission essential’ intangible assets and/or IP with individuals we meet, or say hi, goodbye, and thanks to, absent prudent safeguards…
3. Developers – holders of IP and/or proprietary ‘mission essential’ intangible assets will initially appreciate the real value and competitiveness of misappropriated – infringed proprietary know how and/or IP, upon asking legal counsel what their fees are to bring civil-criminal action against those we allege engaged in misappropriation…

   So, if we assume…

1.Our business’s most valuable – distinctive knowhow, processes, and procedures (ala components to mission essential intangible assets) are sufficiently safeguarded by non-disclosure agreements, non-competes, or mere trust, holders are obliged to…

• listen to conversations in hotel lobbies, or airport lounges.
• examine online resumes, or merely,
• glance at the screen of the person seated next to you at Starbucks…

2. The innovative and proprietary constructs most businesses rely, are adequately safeguarded because IP has been issued, it’s time to learn the realities of

• state – corporate sponsored economic espionage,
• global data mining,
• business intelligence collection,
• information brokering operations,
• the difference between general vs. specific deterrents, or
• we could merely click on ______to probably see our R&D being discussed and presented in counterfeit form somewhere.

3. No competitor business (regionally, nationally, globally) would be interested in our strategic planning, client lists, and launch -pricing strategies, etc.,

• why did the U.S. distinguish economic espionage in the US Criminal Code Justice Manual | 1122. Introduction to the Economic Espionage Act | United States Department of Justice
• why are there university courses in the U.S. and Canada, and seminars routinely conducted globally, to train people in the art – science of collecting, analyzing, and brokering economic – competitor intelligence on demand and/or at will.

Unfortunately, essential components that underlies and are necessary for effective business management, frequently disregard intangible asset elements of business economics and operation, i.e., they go unnoticed or are wholly overlooked.

Managing businesses today, and for the foreseeable future, is obliged to include operational familiarity with business things intangible across business sectors, size, or stages of development.

When operational familiarity with business’s intangible assets is minimized, marginalized, or dismissed, doing so contributes to elevating asset vulnerability to arrays of persistent, predatory, and nefarious risks. When such risks materialize, the challenges which follow frequently warrant immediate and specialized attention.

Unfortunately, business management training still (appears) to largely treat this art and science as one-size-fits-all subjects addressable via familiarity with – accessibility to particular-defensive technologies ex post facto.

Perspectives such as this leave little inclination for business management training to…

• include familiarity with business things intangible.
• differentiate the management of ‘mission essential’ intangible assets.
• incorporate safeguards and risk mitigation necessary and obligatory today, and relevant for the foreseeable future.

No surprise here, I am a proponent of preparing and training (business) leadership, management teams, boards, and investors about all business things intangible.

Readers are invited to examine ‘Safeguarding Intangible Assets’ a book I authored at https://kpstrat.com/books/ 

Posts @ Business Intangible Asset Blog present various business economic – operational realities. Each warrants the attention of business leaders, entrepreneurs, R&D administrators, management teams, boards, and investors across sectors. Mitigating (reacting, responding to) the often ‘public – viral’ risks and challenges which produce reputational risks, are obligations with little room or time for equivocation or error.

The Business Intangible Asset Blog was created in 2006 and now includes 1200+ topic-specific- long form posts. Posts are intended to provide readers with unique and reliable insights on current matters related to – affecting business things intangible.

Posts at Business Intangible Asset Blog are developed – written solely by Mr. Moberly (not AI). Posts are intended to draw readers attention to the development, application, management, safeguards, and risk mitigation obligations necessary today for business’s ‘mission essential’ intangible assets.

Readers are also invited to explore other posts, along with books and papers available @ ‘Home – kpstrat

The post Managing Business’s ‘Mission Essential’ Intangible Assets first appeared on kpstrat.