Michael D. Moberly – Copyright 2018
What follows is a (training, education) curriculum for exploiting and safeguarding businesses primary sources of value, revenue, and competitiveness; intangible assets!
In no other arena of business economics has the statement “knowledge is power” (widely attributed to Sir Francis Bacon) proven more relevant than in today’s rapidly expanding intangible asset intensive and dependent business environments where intellectual, structural, and relationship capital are consistently playing dominant contributory roles.
Today, and for the foreseeable future, growing percentages of business operations, transactions, and projects, are premised on…the acquisition, development, safeguarding-risk mitigation, and conversion of intangible assets, whenever, however, and wherever they are in play…
- after all, it is an irreversible economic fact that 80+% of most businesses value, sources of revenue, competitiveness, and sustainability today, either lie in, or emerge directly from intangible (non-physical) assets, i.e., intellectual, structural, relationship, and competitive capital…
But, to do so effectively and consistently…business management teams are obliged to put…
- intangible asset exploitation processes, and
- risk mitigation safeguards, in place.
These are preludes to…
- sustaining control, use, ownership, and extracting value and competitive advantage
- from whatever, whenever, however, and wherever intangible assets are in play
- throughout their respective contributory role, value, materiality, and functionality cycle. Michael D. Moberly
Respecting the economic fact that the overwhelmingly dominant… sources of business value, sources of revenue, and competitive advantage have shifted from tangible (physical) assets, e.g., property, equipment, inventory, etc., to intangible (non-physical) assets, e.g., intellectual, relationship, and structural capital, intellectual property, reputation, brand, and goodwill, etc. Too, distinguishing which business assets are obliged to warrant safeguards and risk mitigation, has similarly changed.
This unique and immediately relevant curriculum emerge from…
- 25+ years of professional consulting, university teaching, a strong and consistent research regimen.
- publishing 600+ blog posts, books, and papers, and interacting with colleagues globally on all things intangible.
- consulting engagements, media appearances, and research which have largely focused on…
- identifying, assessing, safeguarding, and mitigating risk to intangibles.
- conducting (intangible asset) pre-post transaction due diligence, and
- facilitating business transaction cultures to achieve operational familiarity with intangible assets’ contributory roles and value.
The priorities of my work and research have been coordinated to…enhance asset values, competitive advantages, and mitigate risks, which, should the latter materialize, will, with substantially greater probability, be a precursor to…
- undermining – eroding the contributory role and value of intangibles, and
- cascade throughout a business and its value – supply chain,
- to adversely affecting other intangibles, i.e., reputation, brand, image, and goodwill.
Collectively, these unforgiving and often irreversible risk realities…make it variously reckless to characterize intangible assets merely in contexts of theoretical rhetoric or newly fashioned business jargon that will soon fade and give way to other business buzz words and concepts.
My priorities for this curriculum are not solely about identifying and mitigating risk…rather, in addition, I demonstrate strategies for conducting timely – relevant asset assessments and pre-post transaction due diligence, etc., to ensure asset stability, sustainability, value, revenues, and competitive advantages remain intact, because…
- today, lucrative – competitive business operations, projects, and transactions are increasingly – almost wholly reliant-dependent on management team’s ability to effectively and consistently harness, develop-nurture, convert, and exploit intangible assets into forms of value, sources of revenue, competitive advantage, and market position.
So, businesses intellectual and structural capital, i.e., knowledge and knowhow…can, and routinely do deliver economic and competitive advantages, but, only if or when the holder of those assets…
- sustain the necessary control, use, ownership, as well as monitor any fluctuations in the assets’ value and materiality throughout their respective life – functionality cycle.
The proactive character and strategies expressed – embedded throughout this curriculum…collectively form a distinctive and practical model with real-time relevance for safeguarding and mitigating risk, i.e., vulnerability, probability, and criticality, to company’s most valuable assets, i.e., intangibles.
The curriculum content is relevant to…management teams, boards, stakeholders, and a range of business leaders and decision makers, while respecting (industry) sector, products, services, annual sales, size, or location.
This curriculum also includes descriptions…of outcomes that describe the probability for more lucrative, competitive, and challenge free transactions, whenever, wherever, and however a business’s intangible assets are in play!
Should you wish to discuss further how and the benefits and details of bringing this timely – relevant curriculum to your company – business, you are encouraged to contact Mr. Moberly at firstname.lastname@example.org (St. Louis) and perhaps explore my books, papers, and blog posts at http://kpstrat.com/blog.