Michael D. Moberly, Principal, Founder kpstrat and ‘Business Intangible Asset Blog
The following represents, what respectfully may be for some, a different, but I experientially believe, a more timely and relevant way to consider – frame – recognize risks to business’s which…
- if-when they materialize, can cascade @ keystroke speeds throughout an enterprise to adversely affect-suspect, business products, services, brands, reputations, and operating culture, e.g., valuation, attractivity, competitive advantage, goodwill, and revenue generation.
Respectfully, to distinguish this post, (and others @ ‘Business Intangible Asset Blog’) readers, ala business leaders, management teams, boards, and investors, etc.) irrespective of their businesses sector and professional expertise, are increasingly obliged to consider – factor these business economics and operation realities…
- most businesses today, and for the foreseeable future, are increasingly and irreversibly intangible asset intensive, dependent, and reliant.
- 70-80+% of most business’s valuation, i.e., competitive advantage, revenue generation capability-capacity, and sustainability, etc.) lie in – emerge directly from – by…
- proprietarily developing, introducing, and applying,
- the right intangible assets, at the right time, in the right way, (individually, collaboratively, collectively), at the right cost, and converging same as operating culture.
Business leaders, et al, who sense receptivity and/or an obligation to ‘move beyond some conventions’ related to risk recognition, materialization, mitigation, and management, may do so, by acknowledging and seeking operational familiarity with…
- business – brand specific and ‘mission essential’ intangible assets, i.e., various forms, contexts, and applications of intellectual, structural, and relationship capital, and by extension,
- arrays of (business) risk which now routinely and by design, target and adversely affect, @ keystroke speed, a business’s ‘mission essential’ assets, which are increasingly more intangible (non-physical) and less tangible (physical), the latter likely to have been sought – purchased externally, then delivered and assembled on-site and pre-measured – presumed to ‘fit’ existing physical spaces.
Recognition of appreciation for relevant business things intangible ala, their various contributory roles and value-adds, represents a viable – lucrative path to-for business leaders, managements teams, boards, and investors to rapidly become substantially better positioned to ‘defend and sustain’.
