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The 4th World Congress on Intellectual Capital

The 4th World Congress on Intellectual Capital. José María Viedma Marti Professor of Business Administration at the Polytechnic University of Catalonia and President of Intellectual Capital Management Systems. IICBS Innovation Intellectual Capital Benchmarking System. Global Marketplace.

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The 4th World Congress on Intellectual Capital

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  1. The 4th World Congress on Intellectual Capital José María Viedma Marti Professor of Business Administration at the Polytechnic University of Catalonia and President of Intellectual Capital Management Systems IICBS Innovation Intellectual Capital Benchmarking System

  2. Global Marketplace • Multinationals accelerate • the process Any business sector • Interlinked economy • Global markets • World = Global village • Telecomunications • Transportation • Strategic alliances • Strategic networks • Franchise • Cooperation agreements Excellent competitor ? COMPETITIVE “GAP” Own company BIG COMPETITION

  3. La Sagrada Familia

  4. Reality was recognizable

  5. Harder to recognize

  6. You could still tell what was going on

  7. Impossible to see what was going on

  8. Sources of excellence or sustainable competitive advantage Most meaningful paradigms • ManagementStrategic Management • Virtual corporation ·Resource based view • Networking organisation • Intelligent enterprise • Knowledge creating company • Learning organisation • Horizontal organisation • Centerless corporation • Innovative organisation Conclusion: Knowledge and intellectual capital are the only sources of sustainable competitive advantages

  9. Strategy formulation: Shifting from an industry focus to a resource focus The Industry Environment The Firm • Goals and Values • Resources and Capabilities • Structure and Systems • Competitors • Customers • Suppliers Strategy The Firm-Strategy Interface The Strategy-Environment Interface Source: Robert M. Grant 1998.

  10. The relationships among resources, capabilities and competitive advantage Key success factors Best in class competitors Competitive advantage Strategy Core capabilities Resources Intangible Tangible Relational Physical Financial Human Structural Core capabilities = Core competencies = Intellectual capital Based on Robert M. Grant 1998

  11. Company Value Creation Tree C i Service B Product A” Service C Product B’ Service A’ Product C’ Process C Process B Process B Service C” Product A Process A Process C Process A Process C TANGIBLE RESOURCES PRESENT (Value Extraction) INTANGIBLE RESOURCES COMPETENCIES INTELLECTUAL CAPITAL KNOWLEDGE CAPABILITIES HUMAN CAPITAL STRUCTURAL CAPITAL RELATIONAL CAPITAL KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE © Intellectual Capital Management Systems

  12. Company Value Creation Tree C i New Product M’ New Product M New Product M” Service B Service A” New Process Service B” Service B’ New Process New Process Service C Process B Service A’ Process B Service C’ Process A Process C Process B Process A Process C Service A Service C” Process C Process A TANGIBLE RESOURCES FUTURE (Innovation) TANGIBLE RESOURCES PRESENT (Value Extraction) NEW INTANGIBLE RESOURCES INTANGIBLE RESOURCES INTELLECTUAL CAPITAL NEW COMPETENCIES NEW CAPABILITIES COMPETENCIES CAPABILITIES NEW INTELLECTUAL CAPITAL HUMAN CAPITAL STRUCTURAL CAPITAL RELATIONAL CAPITAL KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE HUMAN CAPITAL STRUCTURAL CAPITAL RELATIONAL CAPITAL KNOWLEDGE NEW KNOWLEDGE NEW KNOWLEDGE NEW KNOWLEDGE © Intellectual Capital Management Systems

  13. Business Process Value Chain ICBS = OPERATIONS INTELLECTUAL CAPITAL BENCHMARKING SYSTEM ICBS = INNOVATION INTELLECTUAL CAPITAL BENCHMARKING SYSTEM Innovative Products and Services Current Products and Services Customer need Identified Customer Need Satisfied Innovation Value Chain Operations Value Chain PROJECTS CURRENT PROCESS

  14. What to Benchmark ? • New Business designs • Innovation core capabilities • Innovation Intellectual Capital Own Company Best Competitor Fast Food Bocatta Mc Donald’s Application Logic Control SAP Software Telecommunications Ericsson Nokia Technology Pharmaceutical Almirall Merck Services Casual Wear Cortefiel ZARA Retailing

  15. COMPANY B COMPANY A The IICBS Framework Customer Emerging needs Benchmarking Project 1 Project (h) Objectives Objectives GAP Benchmarking New Products New Products and services GAP and services (h) Benchmarking New New Processes Processes GAP (h) Benchmarking Project Benchmarking New company New company Objetives core capabilities core capabilities GAP (h) Benchmarking New Professional New Professional core capabilities GAP core capabilities (h) COMPANY A Benchmarking COMPANY B innovation innovation GAP infraestructure infraestructure (h) = homologous

  16. Project capabilities Financial Results New professional core capabilities Emerging customer needs Competitive Segment environment New core capabilities New products and services Project Value Chain Competitive advantages core business activities Competitive advantages outsourcing activities Competitive advantages alliance activities

  17. Common R+D infrastructure Project 1 Project 2 Project 3 Project ...n R+D INFRASTRUCTURE a) Innovation and strategy b) Technology standard c) R+D integration d) R+D organization e) Innovation resource allocation f) Technology information systems g) Technology Managements systems

  18. The eight factors framework 1 8 Emerging needs Financial results 2 7 Project Objetives Company innovation infrastructure FACTORS 3 6 New Products and services New professional core capabilities 4 5 New processes New core capabilities

  19. The eight factors framework • Emerging needs. Potential or emerging customer segment needs that the • company expects to cover through the project. • Project objectives. The project is the innovation business unit that leads to • new products and services through new processes using company and • professional core capabilities and company innovation infrastructure. The • ultimate objectives of the projects are the expected financial results. • New products and services. New products and services with their attributes • and characteristics and functions. • New processes. Primary and support value chain activities that produce the • project’s new products and services. These activities are made up of core • project activities, outsourcing activities and strategic alliances and • cooperation agreement activities. Competitive advantages will be generated • mainly in the different value chain core project activities. • New company core capabilities. Essential knowledge or core capabilities that • will make it possible and will give way to competitive advantages, new processes • and new products and services within the project.

  20. The eight factors framework • New professional core capabilities. Professionals, managers and support staff • capabilities that will generate and perfect core capabilities and core • competencies. • Company innovation infrastructure. Research and development infrastructure • (tangible and intangible assets) that the company has and that is for the use of • the different projects. • The company innovation infrastructure covers the following issues: • Is technology innovation part of the business strategy? • What is the company’s knowledge and technology standard? • Is the R+D department working together with the other main departments? • How well organised is the R+D department? • How many resources are allocated to the innovation function? • Are there any technologies informations systems? How are they performing? • How are they performing the technology management systems? • Financial results. Expected economic and financial results from the • project

  21. Specific IICBS framework Criteria Questionnaires Factors 7 8 Criteria 1 Criteria 2 Criteria 3 .......... Human Capital 2 Structural Capital 2 Relational Capital 3 .......... 6 IICBS framework 1 Capability 1 Capability 2 Capability 3 .......... 5 2 4 3

  22. From general framework to specific framework General Context Specific Context Specific framework The general framework Core Capabilities Benchmarking Competitive Benchmarking Best Competitors project Value Chain 8 factors xx Criteria xxx Questionnaires 8 factors a, b,... Criteria m,n, p... Questionnaires Best international competitors Core capabilities evaluation Benchmarking Key competitiveness drivers The 8 Factors Framework Specific competitiveness factors and criteria which are relevant in a given project activity Our company project Value Chain Our company

  23. Benefits from using IICBS I • Learning from the best competitors that surpass one’s own • competitive innovation capabilities • Identifying the specific innovation capabilities factors and • criteria which are relevant in a given business activity. • Through the IICBS factors framework, enabling the identification, • audit and benchmark of the innovation core capabilities or • innovation intellectual capital that are the main sources of long • term sustainable competitive advantages. • When using IICBS in an orderly systematic and repetitive way we • obtain innovation capabilities balance sheets, that are future • oriented and complement and perfect finance balance sheets • leading companies to leveraging innovation intellectual capital.

  24. Benefits from using IICBS II • Selecting in a systematical and organised way the necessary • information for evaluating relevant factors, core innovation • capabilities and innovation intellectual capital. • Identifying the key areas in which in-depth benchmarking can • be carried out in the future. • Promoting organisation learning through benchmarking teams, • assessment teams, project teams and strategic teams. • Introducing a common language for company managers when • dealing with intangible and intellectual assets.

  25. Benefits from using IICBS III • Measuring the reliability concerning the relevant information • and the progress of acquiring this information. • Facilitating the work of the benchmarking and competitive • intelligence teams. • Facilitating the work of the knowledge and intellectual capital • managers. • Giving to the SME’s managers access to innovation capabilities • and innovation intellectual capital management in a systematic • and organised way

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