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Knowledge Assets

Knowledge Assets. Creating, Measuring and Managing. Intellectual Capital Advisory. Agenda. Recap previous modules Creating knowledge assets Measuring knowledge assets Managing knowledge assets Q&A. What is knowledge?. Discuss between groups and each develop a working definition

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Knowledge Assets

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  1. Knowledge Assets Creating, Measuring and Managing Intellectual Capital Advisory

  2. Agenda • Recap previous modules • Creating knowledge assets • Measuring knowledge assets • Managing knowledge assets • Q&A

  3. What is knowledge? • Discuss between groups and each develop a working definition • knowledge defined: “understanding gained through experience or study”

  4. What are knowledge assets? • Discuss between groups and each develop a working definition • Knowledge assets = Intellectual Capital = “knowledge which can be exploited for financial or other reward”

  5. Other foundation questions • Where does Knowledge reside in an organisation? • Who is responsible for knowledge management

  6. Knowledge Capture • The process of extracting and capturing the thoughts and experiences of experts • How? • interviews • questionnaires • observations • brainstorming • writing

  7. Tacit vs explicit knowledge Source: A D Marwick, Knowledge Management Technology

  8. Codification • Getting the right knowledge to the right people at the right time • Organising knowledge and presenting it in a coherent manner • Converting tacit knowledge into explicit knowledge • Communicating who has relevant tacit knowledge and how to contact them

  9. KM Concept People Content Technology Source: Awad & Ghaziri, Knowledge Management

  10. Conventional IC Model

  11. Skandia IC concept

  12. Skandia IC framework

  13. Definition of Intellectual Capital The factors not shown in the traditional balance sheet... that are of critical importance to a company’s future success.

  14. What is Measured? • Business Recipe • Business idea, business strategies, business environment • Intellectual Property • Patents, licenses, in-house developed software • Process • Methods, manuals, IT systems • Employees • Competence, motivation, loyalty, incentives • Management • Qualities, abilities, management methods • Network • Business partners and other external connections, contributing to fulfilling company needs • Brand • Awareness, attention, differentiation • Customers • Image, relations, loyalty, potential

  15. When Should You Measure IC? • M&A – Either prior to selling or buying a company, or as a feature of post acquisition integration, an IC Appraisal will give you invaluable information as to future earnings potential and critical success factors • Benchmarking – When you have several units you want to compare, either within companies or between companies, IC Appraisals provide you with a standardized tool and terminology • Organisational Development – An IC Appraisal pinpoints areas to improve and lets you measure improvements consistently over time • External Reporting – There is an increasing demand for transparency in company reporting. An IC Appraisal complements traditional financial reporting and provides a comprehensive and future-oriented view of your company

  16. How to Measure? • Extensive individual interviews • Internal & external respondents • Strategic and operational respondents • Structured questions tailored to specific type of business • Both quantitative and qualitative data

  17. Value Platform Organisational Structural Capital Human Capital FinancialCapital Relational Structural Capital Business Recipe

  18. The IC RatingTM Framework

  19. IC RatingTM: Three Focuses 1. Efficiency 2. Risk 3. Renewal and Development Present day Accounting Present value of IC efficiency in creating future financial value Threat against present efficiency * probability of threat coming true Efforts to renew and develop present efficiency

  20. Efficiency Risk Renewal & Development - R R R R R R A A A A A A B B B B B B C C C C C C D A A A A A A B B B B B B C C C C C C D IC RatingTM Scales

  21. Executive View Efficiency Renewal Risk

  22. Executive View - Matrix Risk AAA AA Nw BR A Efficiency BBB Cu Bd Mg BB B Em CCC Pr IP CCC B BB BBB A AA AAA Renewal

  23. 86 31 56 11 25 54 76 79 81 Operational View Relation Interaction 80 Non-vulnerability 75 57 Strategic Supplier 77 Usage Rate 79 71 78 Duration of Customer Relation Process Strengthening 73 78 Competence Enhancing Image Creating

  24. Respondent View • Categorized document showing comments from respondents • All comments are anonymous • Provides qualitative feedback and often useful suggestions for improvement

  25. Q & A

  26. Contact Details Brett Shadbolt, Managing Director Censere Group Mobile +852 9199 9140 E-Mail bshadbolt@censere.com Website http://www.censere.com

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