Intangible Assets: What Management Teams Need To Know?

Michael D. Moberly   December 2, 2014   ‘A blog where attention span really matters’!

During initial engagement conversations it’s instructive when clients convey indifference to or underestimate intangibles’ various contributory roles as sources of value, revenue, competitiveness, reputation, etc. Since I began researching, publishing, and consulting in the intangibles’ arena, I have encountered clients and company management teams who…

  • are unfamiliar how to identify, unravel, assess, and exploit intangibles’ to fit their company, its circumstances, and various transactions it engages.
  • find it challenging to distinguish how certain intangibles’, e.g., intellectual, structural, and relationship/social capital are embedded in routine (company) processes, procedures, and/or practices.
  • are inclined to characterize activities related to the management, development, value preservation, and exploitation of intangible assets as…
  • being too difficult or time consuming to do.
  • unappealing because intangibles are not reported on company balance sheets or financial statements.
  • an uncompetitive activity until competitors are observed doing it.

Of course, the opposite sentiments are what management teams should be expressing because it’s an economic fact today that 80+% of most company’s value, sources of revenue, and ‘building blocks’ for growth, profitability, and sustainability lie in – evolve directly from intangible assets!

And, intangible assets are not exclusive to early stage or newly launched companies’ nor are they subordinate synonyms for intellectual properties, rather they are relevant to any company regardless of size, sector, product/service offerings, revenue, or transactions.

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