Michael D. Moberly – October 23, 2023

Safeguarding – mitigating risk to business’s ‘mission essential’ intangible assets represent (fiduciary) obligations, not tasks, nor burdens to be debated and perhaps undertaken only when time permits and/or resources are committed.

Safeguarding – mitigating risk to business’s intangible assets is relevant because most businesses today, irrespective of sector, size, sales, or stage of development and growth, etc., are (increasingly) intangible asset intensive, dependent, and reliant.

‘Mission essential’ intangible assets exist in various forms, contexts, and/or applications of (unique, perhaps proprietary) intellectual (knowledge, knowhow) capital, structural (process, procedure) capital, and/or relationship (association) capital.

Safeguarding – mitigating risk to business’s intangible assets translates economically – operationally to 80+/-% of most business’s valuation, competitive advantage, revenue generation capacity, wealth creation potential, and resilience depend – rely on sustained collaborations of the right intangible assets developed-introduced, at the right time, in the right way, at the right cost. (Michael D. Moberly)

Safeguarding – mitigating risk is best underwritten by operational – economic familiarity with, attentiveness to, and accountability for the ‘mission essential’ in play, which products, services, initiatives, transactions, investments, and outcomes depend, and rely.

Safeguarding – mitigating risk to business’s intangible assets is necessary because they create, shape, enhance, and sustain valuation, reputation, revenue generation capability-capacity, competitiveness, brand (product-service) differentiation, goodwill, and sustainability for projects, brands, transactions, and/or investments, etc.

Safeguards and risk mitigation for ‘mission essential’ intangible assets are obliged to reflect the presence of predatorially sophisticated, aggressive, oppositional – mis-informational business intelligence operations, venues, open-source data mining, AI, and economic espionage. Either is virally executable at will, on demand, and with keystroke speed to undermine, devalue, distract, distrust, and stifle.

Conventional ‘rules’ related to new business development, R&D/innovation commercialization, transaction maturation, execution, and investment have changed to warrant more effective, consistent, strategic, and sustainable safeguards – risk mitigation.

Safeguards – risk mitigation should reflect why, how, which, when, where, and what circumstances ‘mission essential’ intangible assets are in playat risk.

To achieve this, I encourage business leaders, management teams, boards, and investors to…

  1. avoid ‘pushing the future off the table’, that is, a forward-looking offense (safeguards – risk mitigation) are the most effective defense for a favorable outcome.
  2. recognize business initiatives and positive outcomes are less influenced today by, or dependent on tangible-fixed-physical assets, and more influenced by the applicability, durability, and sustainability of various forms, contexts, and applications of intellectual capital (knowledge, know how), structural capital (processes, procedures) and relationship capital (associations, collaborations, alliances), etc.

Each post @ ‘Business Intangible Asset Blog’ is experientially researched, authored, and produced by Michael D. Moberly, principle-founder of kpstrat, to provide readers with reliable perspectives and nuanced insights to business things intangible as a business intangible asset strategist and risk mitigator.

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