智力资本最佳实践EINSTEIN IN THE BOARDROOM: MOVING BEYOND INTELLECTUAL CAPITAL TO I-STUFF
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作者： Suzanne S. Harrison著
出 版 社： 吉林长白山
出版时间： 2006-12-1字数：版次： 1页数： 226印刷时间： 2006/01/01开本：印次：纸张： 胶版纸I S B N ： 9780471703327包装： 精装内容简介
How do you put a dollar value on the intangible? In today's knowledge-based economy, intangible capital, humancapital, intellectual assets, and intellectual property are critically important to the bottom line. However, traditional management, accounting, and budgeting processes are ill-equipped to set values on ideas, skills, and people. These managers must begin to think and act like Einstein by creating, and ultimately extracting, value from innovation.
A follow-up to the innovative and bestselling Edison in the Boardroom, which focuses primarily on intellectual property, Einstein in the Boardroom takes this groundbreaking concept one step further by focusing on the commercialization of "non-IP" intangibles. Working through the Value Continuumframework, Einstein in the Boardroom sheds new light on the evolving discipline of intangibles management by featuring dozens of case studies that illustrate how today's leading companies—including The Boeing Company, Eli Lilly and Company, Hewlett-Packard Company, The Procter & Gamble Company, Thomson, Visa International, and many others—are successfully implementing the strategy of extracting value from knowledge and know-how, first introduced by Edison, within their own companies, and how they are now taking it to the next level.
Encapsulating multidisciplinary ideas and best practices about intangibles developed by practitioners in the legal, knowledge, financial, R&D, human resources, measurement and reporting, economics, social, and environmental communities, Einstein in the Boardroom presents concrete methods, processes, and frameworks to help any firm manage and profit from its intangible assets.
作者简介
SUZANNE S. HARRISON is a cofounder of ICMG, LLC, and facilitator of the ICM Gathering and the IP Forum. She is the coauthor of the bestselling Edison in the Boardroom, as well a contributor to The LESI Guide to Licensing Best Practices, Technology Licensing, and Profiting from Intellectual Capital, all published by Wiley.
目录
Acknowledgments
Authors' Foreword
1 INTRODUCTION: THE EINSTEIN LEGACY
Intangibles in the Einstein Context
What Are Intangibles?
How Intangibles Differ from Tangibles
Perspectives on Intangibles
The Impact of Intangibles on Organizations
Some Outcomes of the Rising Importance of Intangibles
Why Manage the Organization's Intangibles?
Einstein in the Boardroom
2 THE EINSTEIN VALUE CONTINUUM
The Difference between I-Stuff and IP
I-Stuff Management Thought Leaders
I-Stuff Management Activities
The Einstein Value Continuum
3 BUILDING THE PORTFOLIO OF I-STUFF
What Building Path Companies Are Trying to Accomplish
Best Practices for the Building Path
Conclusions: Beyond Building
4 LEVERAGING THE PORTFOLIO OF l-STUFF
What Companies on the Leveraging Path Are Trying to Accomplish
How Companies Leverage Their I-Stuff
Best Practices for the Leveraging Path
Developing a brand management capability
Developing a corporate brand
Extracting value from the brand
Conclusion: Beyond Leveraging
5 Integrating the Portfolio of I-Stuff
What Integrating Stripe Companies Are Trying to Accomplish
I-Stuff Strategies
Managing across Organizational Boundaries
Measuring the Value of Intangibles
Best Practices for the Integrating Stripe
Conclusion: Beyond Integrating
6 Sustaining the Corporation through I-Stuff
What Is Sustainability?
The Characteristics of Sustainable Corporations
Why Are Stakeholders Important?
Sustainability and I-stuff Reporting
What Sustaining Stripe Companies Are Trying to Accomplish
Best Practices for the “Sustaining” Stripe
Conclusion: Beyond Sustainability
7 Proctor & Gamble Progressing Beyond IP
Changing a Corporate Culture
The Promise of Intellectual Assets
Moving the Technology Forward
“Connect and Develop”
Mining Know How
Reliability Engineering
The Value of Employees
Appendix
A: How Countries and Regions are Helping Their Companies Create Value from Intellectual Capital
Introduction
Consequences of the Knowledge-Based Economy
The Role for Regions and Countries
Snapshots of Some Countries that Have Invested in ICM
Future Roles for Governments
Appendix B: The I-Stuff Value Matrix
Defensive Value
Offensive Value
Revenue-Generating Value
Cost-Avoidance Value
Strategic Positioning Value
Appendix C: Updating the Concept of Complementary Business Assets
A Decade of Working with CBAs
Ideas Alone Are Not Enough
Conclusions
Appendix D: Updating the Concept of a Business Model
Introduction
The Academic Literature
The Business Literature
The ICM Gathering View
Business Models—A Working Definition
A Business Model Engine
Creating a Business Model
Business Model Implications for I-Stuff
Appendix E: New Concepts in Measuring Value
The Inherent Limitations of Traditional Accounting Measurement
Innovations in Value and Performance Measurement
Measurement Concepts
Measurement Criteria
Appendix F: Creating an I-Stuff Strategy
Step One: Create A Statement of Mission
Step Two: What Is A Strategic Vision?
Step Three: Outline the Corporate Business Strategy
Step Four: Identify the kinds of value the Organization’s I-stuff can Provide
Step Five: Outline, discuss, and finalize the Organization’s I-stuff Strategy
Index
