Readers need not look far to discover numerous examples of investments in early-stage R&D businesses, that for various reasons ‘went South’ and delivered either no or perhaps minimal ROI.

I find that some of the usual methods – strategies investors rely-apply for the all-important commitment of capital to an early-stage (R&D dependent-reliant) business, characterize the R&D in broad, undifferentiated contexts, i.e., conclusive culminations.

Portraying early-stage R&D in this manner can lead to the most valuable, foundational, competitive advantage, and commercial-izable components undifferentiated and under-appreciated contributors to commercialization strategy and objectives.

Portraying early-stage R&D in this manner can lead to the most valuable, foundational, competitive advantage, and commercial-izable components undifferentiated and under-appreciated contributors to commercialization strategy and objectives.

Oversights, like this, can render ‘investment essential’ intangible assets more receptive and vulnerable to momentum stifling and strategically disruptive challenges and/or risks.

Now investors are obliged to recognize that challenges – risks to investment essential intangible assets can materialize at the nefarious will, shouts, and timing of others, globally.

In other words, undermining – stifling investments in early-stage R&D dependent businesses may not only be influenced by commercialization forecasts and appeal of innovative (game changing) products, services, or efficiencies.

Each investor and investment is now obliged to unravel, measure and monitor the contributory roles and value adds that are produced by – stem from various forms, contexts, and applications of unique, often proprietary, and certainly valuable intangible assets, particularly…

1. intellectual capital (knowledge, knowhow).
2. structural capital (processes, procedures), and
3. relationship capital (associations, alliances) routinely embedded in R&D

Recognizing the importance of differentiating each of the above and incorporating the distinctions as ‘investment essential’ brings much needed awareness to and strategy for mitigating probable challenges and/or risks which, should either occur, can adversely affect ROI. Unequivocally, moderating – mitigating vulnerability, probability, and critically of challenges and risks to ‘investment essential’ intangible assets is always a good thing.

So too is recognizing that the development, contributory roles, and value adds produced by R&D’s foundational and investment essential intellectual, structural, and relationship capital at the right time, in the right way, at the right cost, can elevate – sustain commercial and competitive advantages attributable to most forms of innovation, that I am familiar over several decades.

Conveying dismissiveness to these ‘investment essentials and principles, perhaps in favor of or loyalty to a time-honored or dated practice, may periodically serve investors as hoped.

Too, overlooking or dismissing ‘investment essential’ intangible assets can elevate, if not attract challenges and risks to materialize asymmetrically, at the will and timing of others globally, and intended to stifle, detract, misinform, depreciate, and undermine.

Otherwise, acknowledging ‘investment essentials’ as (fiduciary) obligations to appreciate why, how, when, which, and where unraveling, safeguarding, and mitigating risks and challenges to ‘investment essential’ intangible assets, will consistently benefit investors and investments.

Again, investors need not look far to find numerous, current, and relevant examples of investments in early-stage and R&D dependent businesses, go south.  As I describe here, investors – investments which differentiate the foundational intangible assets in play are more likely to go north, not south.

My interests in and rationale for drawing business leaders and investors’ attention to ‘investment essential’ intangible assets is that today, and for the foreseeable future, most businesses irrespective of size, sector, stage, sales, maturation, location, valuation, revenue generation capability, and reputation; their innovations, products, services and operating culture, etc., are irreversibly intangible asset intensive, dependent, and reliant.

Thank you for visiting the Business Intangible Asset Blog.

The post When Investing in Early-Stage R&D, Don’t Overlook ‘Investment Essential’ Intangible Assets… first appeared on kpstrat.

Business’s reputation (standing, status, name, character, operating culture) are powerful, valuable, influential, sustainable intangible (non-physical) assets. They are obliged to be and certainly warrant safeguarding and mitigating the materialization of arrays of risk which can undermine – devalue either at keystroke speed.

As a longtime business intangible asset strategist and risk mitigator, it’s still routine to ‘see and hear’ business leaders (innovators, management teams, boards, and investors) perceptions of risk remain largely focused on and directed to business’s tangible (physical) assets.

A few decades earlier most business operations and economics (across sectors) were indeed reliant – dependent on (proprietarily developing, or buying, and applying) specific tangible-physical assets, e.g., equipment, machinery, systems to create, process, manufacture-assemble and otherwise prepare products or services for distribution, sale, and application.

Today, and for the foreseeable future however, variations of the opposite clearly permeate and dominate most businesses, i.e., their startup, development, maturation, operations, economics, competitiveness, revenue generation capabilities, resiliency, and sustainability.

While there 15 recognized types – categories of intangible assets, see What Are Intangible Assets? – kpstrat I bring attention to and focus on 3, i.e., various forms, contexts, and applications of unique and business specific…

1. intellectual capital (knowledge, knowhow)
2. structural capital (processes, procedures)
3. relationship capital (alliances, rapport, liaison, associations), and the
   • proprietary content embedded in issued intellectual property, particularly patents and trade secrets.

That is, across business sectors, irrespective of size, sales, stages, services, locations, products and development – maturation of each, most-more are (increasingly – irreversibly) intangible asset intensive, dependent, and reliant.

That intensity, dependency, and reliance is (fiduciarily) obliged to be recognized, differentiated, safeguarded, and risks mitigated because of their ‘mission essentiality’.

Doing otherwise is seldom, if ever, a prudent practice, tactic, or strategy. Especially when 80+/-% of most business’s competitiveness, revenue generation capability, and valuation, etc., lie in – derive from intangibles.

To be sure, some business leaders (innovators, management teams, boards, and investors) may periodically ‘dodge, or outrun momentum stifling bullets of reputational risk.’

Reacting, responding to the often ‘public shouters, shouts, and shouting messaging that produce unparalleled risk to businesses intangible assets, especially reputation, now come with little room or time for equivocation or error.

More specifically, business’s ‘mission essential’ intangible comprise and contribute to 80+% of most business’s differentiation, valuation, competitive standing, and durability and sustainability.  And each can and routinely does (individually, collectively, and/or collaboratively) drive revenue generation capabilities and sustainably characterize a businesses operating culture.

Business leaders, innovators, entrepreneurs, management teams, boards, and investors are (fiduciarily) obliged to develop – hold familiarity with business things intangible.

This includes recognizing, differentiating, assessing, measuring, enhancing, and sustaining which, when, where, how, and why particular forms, contexts, and applications of intangible assets contribute economically and competitively to ‘mission’.

Importantly and practically, business leaders’ familiarity with business things intangible is obliged to include…

• developing – applying the right sets of intangible assets, at the right time, in the right way, at the right cost.
• safeguarding – mitigating risk to proprietary features of each.
• how’s and why’s for differentiating particular-business things intangible as ‘mission essential’.

Recognizing – factoring ways which familiarity with and consistently acting on each are now strategic obligations/imperatives for conceiving, starting, building, developing, and sustaining a commercially viable and sustainable business.

For evidence and sources to the above, readers are respectfully encouraged to peruse ‘topic categories’ at Business Intangible Asset Blog.

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

 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.

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.

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.

The post How Business Leadership Perceives Reputational Risks Today, Really Matters… first appeared on kpstrat.

As a longtime business intangible asset strategist and risk mitigator, I still find numerous perceptions of and approaches to addressing business risks by leaders, management teams, boards, and investors fall short.

That is, many intuitive perceptions of risk and methods for risk avoidance, mitigation, and recovery were born in earlier eras in which businesses were largely dependent on creating, buying, holding, and applying physical – tangible assets.

Equipment, machines, structures, and means to acquire materials, manufacture, and transport products are readily observable, touchable, discernable, manufacturable, countable, monitorable, and trackable from raw material to end user throughout value-supply chains.

Accordingly, business leaders’ projections for and differentiation – mitigation of, and insuring against risk, were largely rooted in experiential gauging (best guesstimates) of the vulnerability, probability, criticality, and recoverability of tangible – physical assets which a business held, used, and relied.

Such perceptions and characterizations of business risk, primarily to businesses tangible-physical assets, translated (over years) as standards and/or benchmarks across sectors which conveyed little, if any recognition – appreciation for the growing presence and reliance on the expanding intensity and value-ability of business things intangible.

Unfortunately, many perceptions about business risk as well as recognition, strategic planning and decision-making relative to avoidance, mitigation, and recovery remain rooted perspectives and concepts wherein businesses relied – depended almost wholly on tangible – physical types of assets.

The ‘mission essentiality’ that business leaders, management teams, innovators, R&D administrators, and investors adjust perceptions about where, when, which, how, why risks emerge and materialize, now asymmetrically at key stroke speeds

Lamentably, seldom do I find conventionally framed perceptions of and approaches for mitigating risks to business’s tangible-physical assets (largely developed in previous eras) necessarily, or sufficiently inclusive of present-day asymmetric risks, deliverable at the will and timing of ideological, political, and/or economic ‘others’ seeking some variation of advantage.

Through the ‘Business Intangible Asset Blog’ which I founded and author, and other direct means, the intent is to respectfully bring present-day experiential-based clarity and attention to these economic and competitive advantage realities…

• developing and sustainably operating most/more businesses irrespective of sector, size, stage of development, maturation, location, products, services, and/or R&D dependency,
• 80+/-% of their brand valuation, reputation, operating culture, competitiveness, revenue generation capability, and the resilience, and sustainability of each are (increasingly, irreversibly, and measurably) intangible asset intensive, dependent, and reliant.

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 How Business Perceptions of Risk Matter and Why ‘Updates’ Are Necessary… first appeared on kpstrat.

Over two decades of serving businesses, management teams, R&D entrepreneurial ventures, and investors in the unique capacity of business intangible asset strategist – risk mitigator, seldom do I arrive for discussions with parties holding familiarity – practicing strategies specific to the intangible assets they have likely developed, hold as proprietary, and consistently use and rely.

Today, and for the foreseeable future, most businesses irrespective of sector, size, sales, stage of development/maturation, location, products or services, are increasingly intangible asset intensive, dependent, and reliant.

The distinguishable appeal of businesses brand, product, service, reputation, and operating culture, etc., which convert to valuation, revenue generation capability, and sustainability, etc., depend – derive from developing and introducing the right sets of intangible assets, at the right time, in the right way, at the right cost.

To date, my research, writing, publishing, and engagements have focus primarily on those assets ‘mission essentiality’. That is, I respectfully demonstrate perspectives to distinguish – measure the contributory roles and value adds of business specific intangibles, i.e., if, how, when, and where.

This permits me to legitimately distinguish business’s mission essential intangible assets as primarily originating – existing in various forms, contexts, and applications of unique…

• intellectual capital (knowledge, knowhow).
• structural capital (processes, procedures).
• relationship capital (alliances, partnerships, coalitions)

The distinguishable contributions of either form of intangible asset (above) make (individually, collectively, collaboratively) to a business’s valuation, revenue generation capability, competitiveness, and reputation-brand, are increasingly vulnerable to arrays of at will risks and intimidating shouts, shouting, and shouters.  “Business Reputation Assassinations…”

For businesses (nationally – internationally) which my work and interests have granted familiarity and insight, the sudden materialization and various ways and venues/platforms which business adversities, malicious accusations, and/or revelations of suspected misdeeds, indiscretions, and/or ethical lapses are publicly translated at keystroke speeds can stifle momentum, demoralize operating cultures, undermine R&D initiatives, weaken valuation, and suppress appeal of products, services, and brands. “Business Operating Cultures Are Intangible Asset Intensive…”

Leaders whose experiences to contend some variation of the following…

• adverse effects of risks insofar as undermining ‘mission essential’ intangible assets are likely to be short-lived and wholly recoverable, and/or,
• affected intangibles can be readily and effectively replicated if-when necessary to permit a rapid recovery, are encouraged to read further.

Respectfully, readers need not look far to recognize contentions and strategies based on either, warrant reconsideration.

Today, the asymmetric origins, features, rationales, and tracks which risks-threats-intimidations-inuendo can emerge, be translated, expressed, and reiterated at the will and timing of others via platforms and venues of preference, is obliged to be reflected in distinguishable techniques and strategies designed to avoid, defend, as well as mitigate (vulnerability-probability-criticality) of risks materializing to impact businesses ‘mission essential’ intangible assets.

 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 Risks to ‘Mission Essential’ Intangible Assets Held By Businesses… first appeared on kpstrat.

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.

 The reputation of a business, an institution, a leader, and/or a cause, etc., in which there appear to be a designed (motivated – incentivized) effort to humiliate, emasculate, and/or decimate, can be interpreted today as an attempt to assassinate.

Reputational risks today, are sometimes akin to ‘reputation assassinations’ in which commentary is ambitiously and single-mindedly aimed at a particular business, institution, leader, practice, behavior, and/or action, sometimes irrespective of reality or truth.

Today, business – leader reputations and most all of what they do and/or have done, can be exposed (becomes vulnerable) to various interpretations or formulas for foul play, i.e., assassination.

I do not use the word ‘assassination’ speciously, rather, I believe, aptly, as it characterizes the asymmetric nature and keystroke speed which reputation risks can materialize, often as nefariously intended, and to escalate.

Throughout my decades of engagements with business leaders, management teams, boards, IP counsel, security professionals, investors, and audiences, it’s evident that many, despite their successes, experiences, and expertise, are variously unversed in and/or unconvinced that reputation risk safeguards and mitigation strategies are contributary, necessary, effective, or fiduciarily obliged.

I am hard pressed to describe any business by sector, size, products, services, revenues, maturation, standing, locale, or stage of innovation, etc., in which their valuation, attractivity, competitiveness, revenue generation capability, and operating culture, etc., is unaffected by their reputation.

In numerous instances, the concept of ‘brand’ seems to have supplanted and/or superseded ‘reputation’ as the primary context to describe notions, thoughts, perceptions, or conceptions held for a product, service, leader, or concept.

Today, reputational risk(s) can materialize asymmetrically, at the will and timing of others, for an array of motives and/or incentives to effect businesses and leaders’ reputations at keystroke speeds.

Disturbingly, commentary in either of its forms of messaging (platforms, venues), can be structured and directed to effect reputation, whether revealing, provocative, argumentative, thought-provoking, or deceptively conspirative.

As such, language – commentary can inspire likes-shares and produce cascading (viral) effects which ripple throughout an enterprise, its mission, leadership, operating culture, stakeholders, and supply – revenue chains for interpretation, influence, and perhaps reaction.

It’s central to my professional role, felt obligations, and contributions as a business intangible asset strategist and risk mitigator to describe key universalities to business reputation, ala products, services, leadership, valuation, competitiveness, etc. Reputations…

• are intangible – non-physical (preferably) assets which distinguish and differentiate as desirable – attractive (sought after) preferences.

• can emerge from – be rooted in personal experiences, observations, study, and/or external (influential) sources which one is receptive.

• are variously comprised of perceptions, opinions, sentiments, notions, impressions, thoughts, feelings, perspectives, attitudes, and/or beliefs which one may be receptive – finds attractive.
• often reflect how and why one frames, understands, and responds to particular- circumstances, felt needs, demands, or an operating culture.
• can become undesirable detractions, which undermine, adversely affect, and/or detract from perception of desirability, and come to serve as business – leadership liabilities to be avoided.
• can be assessable, quantifiable, and measurable insofar as revealing how-ways reputation contributes to a business, an institution, its products, services, and operating culture’ e.g., valuation, competitiveness, revenue generation capability, durability, sustainability, and attractivity.

Business – leader specific reputational risks which materialize can vary in significance to, effects on, but are almost always tests of (business-organization-brand) resilience (durability, elasticity).

Business – leader responses – reactions to reputational risks are usually designed to stabilize perceptions of capability, durability, sustainability to/for stakeholders.

Reputation risks may also materialize nefariously with intentions to produce captivating doubts and/or mesmerizing questions to destabilize, undermine, and/or offset economic – competitive initiatives undertaken elsewhere.

It’s worth noting that most business – leadership reputation risks used to be influenced – driven primarily by incentivized forms of greed and/or notoriety, e.g., hits, clicks, likes, and shares, etc.

I encourage leaders, boards, stakeholders, and investors (across sectors) to regard all reputational risks which materialize, and threats thereof, can be indicators of something other than business as usual.

Arguably today, additional reputational risks appear motivated – influenced by ideology and/or are conspirative, e.g., presenting pieces to a secret and nefarious puzzle (which bears little or no basis in fact or reality and can be readily fact checked and disputed).

Of course, business leaders are obliged to recognize that receptivity to and fascination with fermenting misinformation – disinformation is no longer merely a cottage industry.

 Unfortunately, vulnerabilities, probabilities, and criticalities associated with the materialization of reputational risks are often (still) framed in conventional risk management contexts insofar as assessing – portraying probable (durations) of impairments and cost of rebuilds.

I respectfully encourage business leaders, et al, and investors, to consider that seldom are convention-laden perspectives and/or past practices, standing alone, sufficient to deter, mitigate, offset, or recuperate from hard-hitting and escalating reputation risks.

Especially, when social media prowess conveys – celebrates a seemingly infinite receptivity to learning how, why, and when others and/or their work are suddenly and perhaps satisfyingly impugned. In some instances, one’s receptivity may include ideological, social, and/or economic – competitive advantage gratification.

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 Reputation Assassinations… first appeared on kpstrat.

Michael D. Moberly is a business intangible asset strategist and risk mitigator. This post is one of 1,200+ published at the Business Intangible Asset Blog.

In this instance, differentiating, safeguarding, and mitigating risk to reputations as constituting valuable and mission essential intangible assets necessary for innovation development and investment.

When examining the reputation of a business – institution as it relates to products, services, innovations, capabilities, and/or operating cultures, all are obliged to acknowledge that reputation, while often characterized as being sensed, perceived, and measurable, remains a relatively abstract (subjective, speculative, and notional) concept.

Reputations generally reflect what is perceived, interpreted, translated, and reasonably expected, i.e., actions, behaviors, attitudes) displayed within an operating culture. This approach would recognize a component of reputation is ‘public interfaces’ internally – externally, e.g., work groups, customers, clients, investors, and suppliers.

Some researchers and leaders contend there are…

• universal and projectable ingredients, features, and components to good, better, best (business) reputations.
• fortes that reflect sector distinctions, offerings, missions, objectives, locales, and/or stages of development, etc.

It’s reasonable to believe that many of us would find it challenging to engage a random group of similarly experienced individuals and arrive at a universally agreeable and practical definition of reputation.

That’s because business – institution reputations are largely and variously comprised of perceptions which include awareness, feelings, beliefs, experiences, sentiments, opinions, judgements, effects, and sometimes principles.

Perceptions, may not necessarily, nor consistently translate to truths, evidences, actual experiences, or facts however. Instead, reputations may hold what Johnson refers to as ‘intrinsic worth’.

Intrinsic worth – value is a measure of what an asset, ala reputation, is worth (in this instance) as a distinguishable intangible (non-physical) asset, standing alone.

More specifically, intrinsic value – worth may be seen as the value of, or interest in something, which in turn translates as the value which that thing has…

• in itself.
• for its own sake.
• due to its basic nature or character, or,
• based on its expected future cash flow, risk, and growth potential, but,
• not because of its connection with other things.

Let us agree (preferably, stipulate) the reputation of a business, institution, its leadership, and operating culture, and its products, services, innovations, capabilities are…

• essential and valuable intangible (no-physical) assets which warrant recognition, monitoring, safeguards, and risk mitigation.
• subject to various instincts, impulses, and influences which can include present day variations of ‘word-of-mouth’ as well as
  • commercialized, misinformed, and/or deceptive resources, portrayals, appeals, and incentives, may now
  • render personal/professional experience, knowledge, due diligence seem less obligatory or compulsory.

The reputation associated with a business, institution, its leadership and operating culture, as well as its products, services, innovations, capabilities, preferably, serve – contribute as attractive and measurable differentiators to/for business competitiveness, quality, content-subject matter familiarity, operating culture, revenue generation capability, which are both durable and sustainable.

Therefore, reputations are obliged to be recognized as (potentially, distinctively) valuable, monitorable, and measurable intangible assets which they are.

All are obliged to be prudent in our respective expectations – projections that reputation is, can, and will reliably remain durable, attractive, and sustainable, competitive, valuable, and intact.

Absent objective – relevant monitoring, safeguards in place and specific risk deterrents, preventions, and mitigations, such favorable conditions are obliged to not be presumed nor tested.

Instead, reputation risk vulnerabilities, probabilities, and criticalities in today’s contexts, should be welcomed and considered.

Advantageously thinking business innovators, developers, leaders, management teams, boards, and investors are fiduciarily obliged to ensure reputation development, durability, resilience, and sustainability are routinely considered due diligence.

More on these and related topics-issues are forthcoming!

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 Safeguarding Business Reputation… first appeared on kpstrat.

Ensuring the reputation of investment essential intangible assets is reliable, resilient, sustainable, and unchallengeable, is central to venture capital investment strategy and outcomes.

This includes startups, early-stage companies, corporate-university collaborations, and/or incubator initiatives whose reputations attract venture capital while be even more intangible asset intensive, dependent, and reliant (for developing innovations irrespective of sector or stage of (R&D) maturation.

Importantly then, this post describes how – why the above are fundamental to…

• pursuing a timely, insightful, replicable, efficient, and competitively advantageous facets to venture capital due diligence practice that unfortunately, are often misunderstood and/or overlooked.
• differentiating, assessing, and sustaining same and their various contributory roles, value adds that effect investment strategies and outcomes.

Familiarity with these early-stage company development, operation, and economic realities, i.e., dependence-reliance on business things intangible, etc., can lead to more objective – strategic assessments of ‘reputation attraction’.

That’s because they include factors such as startups’ operating culture and leadership, intangible asset and IP safeguards, risk mitigation, and challenges which can affect projections of and strategies to ensure innovation standing, competitiveness, revenue generation capability, valuation, and sustainability converge.

The objective is to contribute to – deliver desired investment strategies and outcomes in manageable time frames with less vulnerability, probability, and criticality to the materialization of unforeseen risk or momentum stifling challenges.

It’s important to recognize that each ‘investment reputation’ lies in and emerges from unique forms, contexts, collaborations, and applications of the right sets (forms, contexts, applications) of intangible assets developed, introduced, and applied at the right time, in the right way, at the right cost. e.g.,

• intellectual capital, e.g., knowledge, knowhow (IC)
• structural capital, e.g., processes, procedures (SC) and
• relationship capital, e.g., associations, alliances, interactions (RC).

The successful and investable development of early-stage innovation, and rationales-strategies for favorable outcomes, are inextricably dependent on business things intangible aid VC communities to distinguish investment decisions and strategies by

• differentiating, unraveling, assessing, monitoring, safeguarding, and mitigating risk to the ‘reputational standing’ of invested intangible assets.

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 Does Your Venture Capital Due Diligence Include ‘Reputation’ of Essential Intangible Assets? 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.

A business’s operating culture is an important factor to examine – assess for venture capital invest – don’t invest decisions.  Business operating cultures are publicly exhibited – conveyed to reflect brand, image, goodwill, resiliency, and mission, etc.

Through my lens, as a business intangible asset strategist operating cultures reflect collections of intangible assets, e.g., various forms, contexts, and applications of…

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

that convey which, who, how, why, when, and where ‘things are to be done’.

Unfortunately, business operating cultures are frequently overlooked factors to (venture capital) investments even though ‘operating culture’ is particularly relevant to innovation developed – held by startup – early-stage R&D businesses. Business Operating Cultures Are Intangible Asset Intensive… – kpstrat

Overlooking – being dismissive of business operating cultures leaves the contributory roles – value adds exhibited, aside from ‘those conducting pitches’ to be un-under-appreciated and un-under-valued. That is, unless – until risks, hiccups, and/or challenges emerge post-investment to undermine a business’s innovation and potential for success.

It’s important to note this post is not necessarily intended draw the attention of Andreessen Horowitz, Sequoia Capital, Dragoneer, or New Enterprise, the largest venture capital firms in the U.S.

Preferably instead, this post is intended to resonate with the hundreds of small – medium size investment (venture capital) firms now operating in the U.S. which focus on innovations to consider investing. How US venture capital has grown in the last 15 years (omaha.com)

To highlight this, readers are encouraged to consider that today and for the foreseeable, across sectors, 70-80+% of most business’s valuation, revenue generation capability, competitiveness, reputation, and sustainability lie in – emerge directly from intangible (non-physical) assets, less from tangible-physical-fixed assets. Intangibles | Brookings – Unseen Wealth: Report of the Brookings Task Force on Intangibles on JSTOR – Intangible Assets: Computers and Organizational Capital | Brookings)

This translates as sustainable – profitable business operating cultures are frequently interwoven collections of the right intangible assets being developed, in the right way, at the right cost, and introduced at the right time.

Through various national-international experiences and engagements on matters related to business things intangible across business sectors, irrespective of size, stage, sales, products, or services, and attending many venture capital forums as a business intangible asset strategist and risk mitigator. I have heard many glowing pitches, projections, and innocent notions about the significance of IP. Papers – kpstrat

Collectively, these experiences have influenced me to conclude that ‘business operating cultures’ are often overlooked components to investment success (vs failure). About Us – kpstrat

Operating cultures, in my judgement, are essential underpinnings to advancing – sustaining startups and early-stage businesses to become viable, sustainable, valuable, competitive, revenue generating, and ‘maturing’ enterprises.

With little debate, the more favorable each ‘descriptor’ (above) is, investment ROI probabilities are more likely to rise.   What’s The Value of Your Business’s Operating Culture? – kpstrat

Absent familiarity with a business’s operating culture and unraveling the array of risks, hiccups, and challenges which can materializes and adversely affect the ‘mission essential’ intangible assets investors prize, embarrassing realities affecting investment outcomes and reputations can emerge and cascade.

It matters how operating cultures characterize, treat, and envision how-when-where their innovation can actually contribute to business valuation, competitiveness, sustainability, durability, resilience, and revenue generation capabilities.

Investments by regional investors in small-medium size early-stage R&D and innovation will emerge for public review via attractive pitches – projections for realizing substantial ROI, providing of course that all goes well.

Investors are also obliged to recognize that despite confident pitches, projections, and portraits of relevant IP, each can be authenticated via ‘desktop’ research, and then debated in invest – don’t invest contexts.

Even well-honed prospective investment ‘assessment scorecards’ frequently frame operating cultures relative to individual leaders and/or founders respective drive and influence to ‘make it happen’. While the abilities of either are important, the broader context of operating culture may ‘describe what needs to be unraveled to reasonably ensure success.’

Still, most investment decisions come with arrays of vulnerabilities, probabilities, and criticalities in which ‘mission essential’ intangible assets may be at risk. This warrants candid and experienced examination throughout an operating culture.

Today, the v-p-c of risks materializing to adversely affect invested innovations can be qualitatively – quantitatively portrayed. As such, business operating culture’s receptivity to, as well as role and contribution to deter and/or mitigate risks warrant consideration.

Afterall, business operating cultures are important – consistent players in startup – early-stage business durability, sustainability, and investment attractivity. Preferably, discussions – examinations of business operating cultures occur in ‘up close and personal’ contexts, and not left to conjecture.

It’s important to consider the attractivity of a particular investment may be ‘pitched and marketed,’ However, loud accusations of alleged flaws to the underlying research and application – commercialization chain will affect key – mission essential intangible assets, including reputations.

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 Venture Capital Investments Should Factor Operating Cultures… first appeared on kpstrat.