Lea Symonds June 2007 Projects & Why they Matter: Capturing Intangible Value.
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Transcript of Lea Symonds June 2007 Projects & Why they Matter: Capturing Intangible Value.
Lea Symonds June 2007
Projects amp Why they Matter
Capturing Intangible Value
Fundamental Message
What applies at the
macro level also applies at the
micro level
The Intangibles Challenge
NEW YORK Jan 29 2004
According to Accenture global survey
ldquoHalf of senior executives believe that managing intangible assets is one of the top three management
issues facing their companies todayrdquo
Fundamental question
What is an intangible
What are Intangibles
Anything in an organisation that generates value that you cannot drop on your footrdquo
The Economist
Name the
Intangibles
About Intangibles
Arenrsquot articulated in numbers (but make up what is behind them)
Are ambiguous
Easy to miss the opportunity they offer
Long to buildquick to lose
Need gifted and insightful leadership to realise the benefits on behalf of the business
Fundamental question
What measures are currently being used
Balanced Scorecard
Kaplin amp Nortonrsquos balanced scorecard is a useful performance measurement
framework well known to business 4 Dimensions are
-Financial -Customer -Internal -Innovation amp Learning
Balanced Scorecard
Financial ndash return on capital return on sales sales growth return on assets etc (desired outcome)
Customer Perspective ndash satisfaction growth of customer base service delivery (project driver)
Internal Process Perspective ndash order taking fulfilment amp delivery client information ( project driver)
Innovation amp Learning ndash performance mgt career development knowledge capture ( intangible)
The invisible balance sheet
Karl- Erik Sveiby talks of an invisible balance sheet for measuring intangible assets Internal structure patents concepts models computer amp admin systems Created by employees and ldquoownedrdquo by the organisation Culture or esprit drsquocorps belongs here too External structure relationships stakeholder customer satisfaction strategic partnerships brand names trademarks reputation image Individual competence skills education experience values leadership and social skills
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Fundamental Message
What applies at the
macro level also applies at the
micro level
The Intangibles Challenge
NEW YORK Jan 29 2004
According to Accenture global survey
ldquoHalf of senior executives believe that managing intangible assets is one of the top three management
issues facing their companies todayrdquo
Fundamental question
What is an intangible
What are Intangibles
Anything in an organisation that generates value that you cannot drop on your footrdquo
The Economist
Name the
Intangibles
About Intangibles
Arenrsquot articulated in numbers (but make up what is behind them)
Are ambiguous
Easy to miss the opportunity they offer
Long to buildquick to lose
Need gifted and insightful leadership to realise the benefits on behalf of the business
Fundamental question
What measures are currently being used
Balanced Scorecard
Kaplin amp Nortonrsquos balanced scorecard is a useful performance measurement
framework well known to business 4 Dimensions are
-Financial -Customer -Internal -Innovation amp Learning
Balanced Scorecard
Financial ndash return on capital return on sales sales growth return on assets etc (desired outcome)
Customer Perspective ndash satisfaction growth of customer base service delivery (project driver)
Internal Process Perspective ndash order taking fulfilment amp delivery client information ( project driver)
Innovation amp Learning ndash performance mgt career development knowledge capture ( intangible)
The invisible balance sheet
Karl- Erik Sveiby talks of an invisible balance sheet for measuring intangible assets Internal structure patents concepts models computer amp admin systems Created by employees and ldquoownedrdquo by the organisation Culture or esprit drsquocorps belongs here too External structure relationships stakeholder customer satisfaction strategic partnerships brand names trademarks reputation image Individual competence skills education experience values leadership and social skills
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
The Intangibles Challenge
NEW YORK Jan 29 2004
According to Accenture global survey
ldquoHalf of senior executives believe that managing intangible assets is one of the top three management
issues facing their companies todayrdquo
Fundamental question
What is an intangible
What are Intangibles
Anything in an organisation that generates value that you cannot drop on your footrdquo
The Economist
Name the
Intangibles
About Intangibles
Arenrsquot articulated in numbers (but make up what is behind them)
Are ambiguous
Easy to miss the opportunity they offer
Long to buildquick to lose
Need gifted and insightful leadership to realise the benefits on behalf of the business
Fundamental question
What measures are currently being used
Balanced Scorecard
Kaplin amp Nortonrsquos balanced scorecard is a useful performance measurement
framework well known to business 4 Dimensions are
-Financial -Customer -Internal -Innovation amp Learning
Balanced Scorecard
Financial ndash return on capital return on sales sales growth return on assets etc (desired outcome)
Customer Perspective ndash satisfaction growth of customer base service delivery (project driver)
Internal Process Perspective ndash order taking fulfilment amp delivery client information ( project driver)
Innovation amp Learning ndash performance mgt career development knowledge capture ( intangible)
The invisible balance sheet
Karl- Erik Sveiby talks of an invisible balance sheet for measuring intangible assets Internal structure patents concepts models computer amp admin systems Created by employees and ldquoownedrdquo by the organisation Culture or esprit drsquocorps belongs here too External structure relationships stakeholder customer satisfaction strategic partnerships brand names trademarks reputation image Individual competence skills education experience values leadership and social skills
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Fundamental question
What is an intangible
What are Intangibles
Anything in an organisation that generates value that you cannot drop on your footrdquo
The Economist
Name the
Intangibles
About Intangibles
Arenrsquot articulated in numbers (but make up what is behind them)
Are ambiguous
Easy to miss the opportunity they offer
Long to buildquick to lose
Need gifted and insightful leadership to realise the benefits on behalf of the business
Fundamental question
What measures are currently being used
Balanced Scorecard
Kaplin amp Nortonrsquos balanced scorecard is a useful performance measurement
framework well known to business 4 Dimensions are
-Financial -Customer -Internal -Innovation amp Learning
Balanced Scorecard
Financial ndash return on capital return on sales sales growth return on assets etc (desired outcome)
Customer Perspective ndash satisfaction growth of customer base service delivery (project driver)
Internal Process Perspective ndash order taking fulfilment amp delivery client information ( project driver)
Innovation amp Learning ndash performance mgt career development knowledge capture ( intangible)
The invisible balance sheet
Karl- Erik Sveiby talks of an invisible balance sheet for measuring intangible assets Internal structure patents concepts models computer amp admin systems Created by employees and ldquoownedrdquo by the organisation Culture or esprit drsquocorps belongs here too External structure relationships stakeholder customer satisfaction strategic partnerships brand names trademarks reputation image Individual competence skills education experience values leadership and social skills
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
What are Intangibles
Anything in an organisation that generates value that you cannot drop on your footrdquo
The Economist
Name the
Intangibles
About Intangibles
Arenrsquot articulated in numbers (but make up what is behind them)
Are ambiguous
Easy to miss the opportunity they offer
Long to buildquick to lose
Need gifted and insightful leadership to realise the benefits on behalf of the business
Fundamental question
What measures are currently being used
Balanced Scorecard
Kaplin amp Nortonrsquos balanced scorecard is a useful performance measurement
framework well known to business 4 Dimensions are
-Financial -Customer -Internal -Innovation amp Learning
Balanced Scorecard
Financial ndash return on capital return on sales sales growth return on assets etc (desired outcome)
Customer Perspective ndash satisfaction growth of customer base service delivery (project driver)
Internal Process Perspective ndash order taking fulfilment amp delivery client information ( project driver)
Innovation amp Learning ndash performance mgt career development knowledge capture ( intangible)
The invisible balance sheet
Karl- Erik Sveiby talks of an invisible balance sheet for measuring intangible assets Internal structure patents concepts models computer amp admin systems Created by employees and ldquoownedrdquo by the organisation Culture or esprit drsquocorps belongs here too External structure relationships stakeholder customer satisfaction strategic partnerships brand names trademarks reputation image Individual competence skills education experience values leadership and social skills
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Name the
Intangibles
About Intangibles
Arenrsquot articulated in numbers (but make up what is behind them)
Are ambiguous
Easy to miss the opportunity they offer
Long to buildquick to lose
Need gifted and insightful leadership to realise the benefits on behalf of the business
Fundamental question
What measures are currently being used
Balanced Scorecard
Kaplin amp Nortonrsquos balanced scorecard is a useful performance measurement
framework well known to business 4 Dimensions are
-Financial -Customer -Internal -Innovation amp Learning
Balanced Scorecard
Financial ndash return on capital return on sales sales growth return on assets etc (desired outcome)
Customer Perspective ndash satisfaction growth of customer base service delivery (project driver)
Internal Process Perspective ndash order taking fulfilment amp delivery client information ( project driver)
Innovation amp Learning ndash performance mgt career development knowledge capture ( intangible)
The invisible balance sheet
Karl- Erik Sveiby talks of an invisible balance sheet for measuring intangible assets Internal structure patents concepts models computer amp admin systems Created by employees and ldquoownedrdquo by the organisation Culture or esprit drsquocorps belongs here too External structure relationships stakeholder customer satisfaction strategic partnerships brand names trademarks reputation image Individual competence skills education experience values leadership and social skills
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
About Intangibles
Arenrsquot articulated in numbers (but make up what is behind them)
Are ambiguous
Easy to miss the opportunity they offer
Long to buildquick to lose
Need gifted and insightful leadership to realise the benefits on behalf of the business
Fundamental question
What measures are currently being used
Balanced Scorecard
Kaplin amp Nortonrsquos balanced scorecard is a useful performance measurement
framework well known to business 4 Dimensions are
-Financial -Customer -Internal -Innovation amp Learning
Balanced Scorecard
Financial ndash return on capital return on sales sales growth return on assets etc (desired outcome)
Customer Perspective ndash satisfaction growth of customer base service delivery (project driver)
Internal Process Perspective ndash order taking fulfilment amp delivery client information ( project driver)
Innovation amp Learning ndash performance mgt career development knowledge capture ( intangible)
The invisible balance sheet
Karl- Erik Sveiby talks of an invisible balance sheet for measuring intangible assets Internal structure patents concepts models computer amp admin systems Created by employees and ldquoownedrdquo by the organisation Culture or esprit drsquocorps belongs here too External structure relationships stakeholder customer satisfaction strategic partnerships brand names trademarks reputation image Individual competence skills education experience values leadership and social skills
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Fundamental question
What measures are currently being used
Balanced Scorecard
Kaplin amp Nortonrsquos balanced scorecard is a useful performance measurement
framework well known to business 4 Dimensions are
-Financial -Customer -Internal -Innovation amp Learning
Balanced Scorecard
Financial ndash return on capital return on sales sales growth return on assets etc (desired outcome)
Customer Perspective ndash satisfaction growth of customer base service delivery (project driver)
Internal Process Perspective ndash order taking fulfilment amp delivery client information ( project driver)
Innovation amp Learning ndash performance mgt career development knowledge capture ( intangible)
The invisible balance sheet
Karl- Erik Sveiby talks of an invisible balance sheet for measuring intangible assets Internal structure patents concepts models computer amp admin systems Created by employees and ldquoownedrdquo by the organisation Culture or esprit drsquocorps belongs here too External structure relationships stakeholder customer satisfaction strategic partnerships brand names trademarks reputation image Individual competence skills education experience values leadership and social skills
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Balanced Scorecard
Kaplin amp Nortonrsquos balanced scorecard is a useful performance measurement
framework well known to business 4 Dimensions are
-Financial -Customer -Internal -Innovation amp Learning
Balanced Scorecard
Financial ndash return on capital return on sales sales growth return on assets etc (desired outcome)
Customer Perspective ndash satisfaction growth of customer base service delivery (project driver)
Internal Process Perspective ndash order taking fulfilment amp delivery client information ( project driver)
Innovation amp Learning ndash performance mgt career development knowledge capture ( intangible)
The invisible balance sheet
Karl- Erik Sveiby talks of an invisible balance sheet for measuring intangible assets Internal structure patents concepts models computer amp admin systems Created by employees and ldquoownedrdquo by the organisation Culture or esprit drsquocorps belongs here too External structure relationships stakeholder customer satisfaction strategic partnerships brand names trademarks reputation image Individual competence skills education experience values leadership and social skills
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Balanced Scorecard
Financial ndash return on capital return on sales sales growth return on assets etc (desired outcome)
Customer Perspective ndash satisfaction growth of customer base service delivery (project driver)
Internal Process Perspective ndash order taking fulfilment amp delivery client information ( project driver)
Innovation amp Learning ndash performance mgt career development knowledge capture ( intangible)
The invisible balance sheet
Karl- Erik Sveiby talks of an invisible balance sheet for measuring intangible assets Internal structure patents concepts models computer amp admin systems Created by employees and ldquoownedrdquo by the organisation Culture or esprit drsquocorps belongs here too External structure relationships stakeholder customer satisfaction strategic partnerships brand names trademarks reputation image Individual competence skills education experience values leadership and social skills
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
The invisible balance sheet
Karl- Erik Sveiby talks of an invisible balance sheet for measuring intangible assets Internal structure patents concepts models computer amp admin systems Created by employees and ldquoownedrdquo by the organisation Culture or esprit drsquocorps belongs here too External structure relationships stakeholder customer satisfaction strategic partnerships brand names trademarks reputation image Individual competence skills education experience values leadership and social skills
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Question Did Nokia really ldquoloserdquo US $86 billion worth of intangible assets (or intellectual capital) in a year
Answer Share price is a perception about futurendash will fluctuate with general economy
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Fundamental Message
ldquoI donrsquot believe any numbers I havenrsquot already massaged myselfrdquo
Gerhard Cerny CIO of Siemens Business Services
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Intangible Assets acknowledgement Karl-Erik Sveiby
External Structure Indicators
Internal Structure Indicators CompetenceIndicators
Indicators of Growth Organic Growth
Indicators of Growth Investment in ITInvestments in Internal Structure
Indicators of Growth Competence Index
Number of Years in the ProfessionLevel of Education
Competence Turnover
Indicators of RenewalInnovation Image Enhancing Customers
Sales to new customers
Indicators of RenewalInnovation Organisation Enhancing Customers
Proportion of new productsservicesNew processes implemented
Indicators of RenewalInnovation Competence-Enhancing Customers
Training and Education CostsDiversity
Indicators of EfficiencyUtilisation Profitability per Customer Sales per Customer
WinLoss IndexIndicators of EfficiencyUtilisation
Proportion of Support Staff
Indicators of EfficiencyUtilisation Proportion of Professionals
Leverage EffectValue Added per Employee
Value Added per ProfessionalProfit per Employee
Profit per Professional
Indicators of RiskStability Satisfied Customers Index
Proportion of Big CustomersAge StructureDevoted Customers Ratio
Frequency of Repeat Orders
Indicators of RiskStability ValuesAttitudes Index
Age of the organizationSupport Staff TurnoverRookie Ratio
Seniority
Indicators of RiskStability Professionals Turnover
Relative PaySeniority
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Fundamental Message
In a knowledge economy the tangibles amp the ldquointangiblesrdquo are all about people as the organisationrsquos sole profit generatorshellip
peoplesrsquo actions as revenue creators peoplesrsquo knowledge amp competence as wealth creators people who create amp maintain value
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
How is this relevant to projects
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Fundamental Questions
What is this projectrsquos value to the business
How should we measure valuehellip and what should we know about ldquointangiblesrdquo
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Fundamental
Message
Value is defined by receiver more than the giver
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Projects amp organisational value
Project deliverables (tangibles)are only a
start
What intangibles do projects offer
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Where to find intangibles in
the project space
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Name the
Intangibles Build Organisational Capability (innovation new ways to do business more complex projects extend competence) Competitiveness (speed to marketspeed to change)
Support Brand amp Reputation Goodwill (customerstakeholder)
Investor Confidence (flagship projects)
Support Strategic Intent Strategic AlliancesPartnerships
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
What other intangibles
At your table group identify 2 more
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Name the
Intangibles Talent (incubator extender attractor) Knowledge Management (transfer knowledge from experienced to the inexperienced) Career Building (talent spotters networks) Employee Development amp Extension (skills building mentoring coaching)
Leader Development Translate Organisation Values into Practice Change Agents (experience in facilitating change)
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Name the
Intangibles Workforce Recruitment amp Retention Incentives Rewards amp Recognition Diversity ( Generational mix) Culture (Organisation amp Team) Collaborative Cross Business Synergies Intellectual Capital Relationship Building amp Networks (External amp Internal)
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Warning
Dysfunctional projects will fail to capture the value of the intangibles
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
How can you use this
The elevator speechhellip
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
The elevator speechhellip
Our project is on track to deliver identified tangible benefits You might also be interested to know how else it is supporting strategic intent and building organisational capability in areas such as talent management career planning and brand enhancementhelliphellip
Yeah
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Business Realities - People
Skills shortages ndash recruiting amp retaining Mobile workforce ndash meeting career needs Diversity in workforce ndash Gen X Y amp BB Markets ndash Global vs traditional Where work is done ndash alternate locations virtual work sites Labour Cost - ldquocheaprdquo labour source options
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Useful quotes
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Quote
Many firms have intangible assets ndash knowledge relationships reputations and people
However only some firms succeed in converting these assets into intangible capital
Intangible assets only create value when captured as intellectual property networks brand and talent
These four intangibles are the scarce resources of the intangible economy The Intangible Economy and AustraliaBy John Daley Australian Journal of Management Vol 26 Special Issue August 2001 copy The Australian Graduate School of Management
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
Intangibles
ldquoThe effectiveness of your intangible assets (knowledge relationships motivation and speed) determines organisational performance retention returns loyalty service and satisfaction
Underperforming organisations have underperforming intangible assetsrdquo Dr Ken Standfield Chairman International Intangible Management Standards Institute
1048655
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
References
Karl-Erik Sveiby The Invisible Balance Sheet
Murphy amp Simon The Intangible benefits valuation in ERP Projects Florida International University
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
A Final
Wordhellip You know hellipThat absenteeism sick leave accidents all reduce productivity
revenue and earnings as well as result in cost wastage - but what is the financial value
That when people do not share their knowledge or have low-quality knowledge that productivity revenue and earnings are lost as well as costs being wasted - but what is the financial value
That ineffective collaboration results in lost productivity revenue and earnings as well as wasted costs - but what is the financial value
That knowledge is valuable but what is the contribution of knowledge to revenue costs and earnings
That collaboration is valuable but what is the contribution of collaboration to revenue costs and earnings
That organizational culture is valuable but what is the contribution of culture to revenue costs and earnings
Its hard to put a financial value on staff engagement or disengagement
Its hard to determine the costs and benefits associated with strategic execution - the project related operational activities that either create or prevent strategic success
- Slide 2
- Slide 3
- Fundamental Message
- The Intangibles Challenge
- Fundamental question
- What are Intangibles
- Name the Intangibles
- About Intangibles
- Slide 10
- Balanced Scorecard
- Balanced Scorecard
- The invisible balance sheet
- Slide 14
- Slide 15
- Slide 16
- Slide 18
- Slide 19
- Fundamental Questions
- Fundamental Message
- Projects amp organisational value
- Slide 23
- Slide 24
- Slide 25
- Slide 26
- Slide 27
- Slide 28
- Slide 29
- The elevator speechhellip
- Business Realities - People
- Slide 32
- Quote
- Intangibles
- References
- A Final Wordhellip
-
