Michael D. Moberly – March 19, 2024 – Business Intangible Asset Strategist & Risk Mitigator – Founder, Business Intangible Asset Blog & 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