Organizational Resilience and Business Intangible Assets…

Michael D. Moberly, Principal, Founder kpstrat and ‘Business Intangible Asset Blog – Business Intangible Asset Strategies and Risk Mitigator

Particular-business uncertainties – risks, and the asymmetry which either can materialize @ keystroke speed and cascade, to bring suspect to any business’s ‘mission essential’ intangible assets, warrant leadership’s attention, ala organizational resilience.

Organizational resilience to-for a business, acknowledges the relevance of preparedness – continuity – response – recovery.

Business – organization resilience is doable – achievable via employing relevant safeguards + mitigating (projected – foreseeable) risks stemming either from internal and/or external events, actions, and/or behaviors, etc., with either (potentially) becoming irreversible, or terminally disruptive to a business, i.e., product, brand, reputation, transaction, or ‘roll out’ of a new initiative, etc.

‘Organizational resilience’ today, and for the foreseeable future is more than merely tweaking a conventional business continuity – contingency plan, ala risk management. Re-conceiving – re-framing the former through organizational resilience lens is relevant because…

  1. businesses, across sectors, are increasingly dependent – reliant on the various business things intangible which each routinely – proprietarily develop, apply, hone, and hold.
  2. 80+/-% of most business’s valuation, sources of revenue, and future wealth creation and sustainability, irrespective of sector, derive from business things intangible.
  3. risk materialization is increasingly predatory, targeted, asymmetric, and can occur at keystroke speed, and is likely to quickly – adversely affect a business’s intangible assets, ala it brand, reputation, stature, and/or a process, product, service, and/or new venture.

Rising percentages of business risk are designed – intended to ‘emerge, commence, and play out’ via social media platforms, each delivering ‘viral potential’ which push risks throughout a business value – supply – distribution chain.

Fewer businesses today, find their version – rationale of ‘pretending to ignore or wait-out a storm’ to be a (fiduciarily) prudent strategy.

Business capability + confidence to mitigate business disruptions – risks, via their organizational resilience, can lead to ‘operating culture confidence’ of quickly, efficiently, and competitively respond – adjust – adapt to change and/or uncertainty (risk) as a ‘mission essential’ obligation.

In organizational resilience parlance, changes in (regional, state, national) domestic – economic policies, market forces, environmental factors, political ideologies, and how – ways business leadership, management teams, boards, and investors find it relevant to comment and/or respond to either, can affect

  • a business’s products, services, brands, reputation, revenues, etc., with a range of variables – considerations.
  • vulnerability to, probability of, and criticality of a range of risk materialization.

Incorporating relevant safeguards + mitigating risk to business’s ‘mission essential’ intangible assets (which it relies – is dependent) contributes to enhancing ‘organizational resilience’ by becoming ‘proactively adaptive’ which-in-turn…

  • mitigates ‘hair on fire’ responses – actions which may be rooted in frustration, desperation, and perhaps anger.

Initial steps toward achieving organizational resilience lie with material obligations of business leaders, management teams, boards, as well as investors to identify – differentiate…

  1. the distinctive business things intangible which, experientially have likely been developed, introduced, and now lie in its mission + operating culture, and
  2. contribute to rendering same attractive, productive, competitive, lucrative, and sustainable.

The above is conveyed in this context…I have yet to engage a business leader, management team, board, or investor, who does not hold and readily voice the view that this business enjoys the trifecta of operating culture, mission, and product, etc., necessary to underlie sustainable successes.

Of course, differentiating – applying…

  1. the right intellectual (knowledge, know how), capital, structural (process, procedure)capital, and relationship (association) capital, at
  2. the right time, in the right way, at the right cost is the underlier to achieving a viable organizational resilient specific strategy.

The ‘Business Intangible Asset Blog’ is experientially-researched, written, and produced by Michael D. Moberly, to provide perspectives, insights, and additional and sometimes alternative perspectives to readers, ala business leaders, management teams, boards, and investors, etc., to aid in identifying, distinguishing, assessing, valuing, safeguarding, and lucratively – competitively utilizing -applying their ‘mission essential’ intangible assets. 

Readers are-encouraged to review and comment on this, and other posts wherein arrays of issues related to business things intangible are authentically and practically conveyed.


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