knowledge assets
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Knowledge Assets. Creating, Measuring and Managing. Intellectual Capital Advisory. Agenda. Recap previous modules Creating knowledge assets Measuring knowledge assets Managing knowledge assets Q&A. What is knowledge?. Discuss between groups and each develop a working definition - PowerPoint PPT PresentationTRANSCRIPT
Knowledge Assets
Intellectual Capital Advisory
Creating, Measuring and Managing
Agenda
• Recap previous modules• Creating knowledge assets• Measuring knowledge assets• Managing knowledge assets• Q&A
What is knowledge?
• Discuss between groups and each develop a working definition
• knowledge defined: “understanding gained through experience or study”
What are knowledge assets?
• Discuss between groups and each develop a working definition
• Knowledge assets = Intellectual Capital = “knowledge which can be exploited for financial or other reward”
Other foundation questions
• Where does Knowledge reside in an organisation?
• Who is responsible for knowledge management
Knowledge Capture
• The process of extracting and capturing the thoughts and experiences of experts
• How?– interviews– questionnaires– observations– brainstorming– writing
Tacit vs explicit knowledge
Source: A D Marwick, Knowledge Management Technology
Codification
• Getting the right knowledge to the right people at the right time– Organising knowledge and presenting it in a
coherent manner– Converting tacit knowledge into explicit
knowledge– Communicating who has relevant tacit
knowledge and how to contact them
KM Concept
People
Content
Technology
Source: Awad & Ghaziri, Knowledge Management
Conventional IC Model
Skandia IC concept
Skandia IC framework
Definition of Intellectual Capital
The factors not shown in the traditional balance sheet...
that are of critical importance to a company’s future success.
What is Measured?
• Business Recipe – Business idea, business strategies, business environment
• Intellectual Property – Patents, licenses, in-house developed software
• Process – Methods, manuals, IT systems
• Employees – Competence, motivation, loyalty, incentives
• Management – Qualities, abilities, management methods
• Network – Business partners and other external connections, contributing to fulfilling company
needs• Brand
– Awareness, attention, differentiation• Customers
– Image, relations, loyalty, potential
When Should You Measure IC?
• M&A – Either prior to selling or buying a company, or as a feature of post acquisition integration, an IC Appraisal will give you invaluable information as to future earnings potential and critical success factors
• Benchmarking – When you have several units you want to compare, either within companies or between companies, IC Appraisals provide you with a standardized tool and terminology
• Organisational Development – An IC Appraisal pinpoints areas to improve and lets you measure improvements consistently over time
• External Reporting – There is an increasing demand for transparency in company reporting. An IC Appraisal complements traditional financial reporting and provides a comprehensive and future-oriented view of your company
How to Measure?
• Extensive individual interviews• Internal & external respondents• Strategic and operational respondents• Structured questions tailored to specific
type of business• Both quantitative and qualitative data
Value Platform
FinancialCapital
BusinessRecipe
HumanCapital
Organisational Structural
Capital
Relational Structural
Capital
The IC RatingTM Framework
IC RatingTM: Three Focuses
Present day
Accounting
1. Efficiency
Present value of IC efficiency in creating future financial value
2. Risk
Threat against present efficiency * probability of threat coming true
3. Renewal and Development
Efforts to renew and develop present efficiency
IC RatingTM Scales
A A A A A A
B B B B B B
C C C C C C
D
Renewal & Development
-
R
R R
R R R
Risk
A A A A A A
B B B B B B
C C C C C C
D
Efficiency
Executive View
Process Management Employees Network Brand Customers
Human RelationOrganisationBusinessRecipe
Intellectual Capital
A BBBBB
BB
CC
A
BBB
BBCC
C
BBB
IP Process Management Employees Network Brand Customers
Human RelationOrganisationBusinessRecipe
Intellectual Capital
A BBBBB
BB
CC
A
BBB
BBCC
C
BBB
IP
A BBB+
A BBB
BB
BBBB
BB
BBB
ACCC
A
Process Management Employees Network Brand Customers
Human RelationOrganisationBusinessRecipe
Intellectual Capital
BBB
IP
A BBB+
A BBB
BB
BBBB
BB
BBB
ACCC
A
Process Management Employees Network Brand Customers
Human RelationOrganisationBusinessRecipe
Intellectual Capital
BBB
IP
-
R
RR-
RRR
RR
RR
-
Process Management Employees Network Brand Customers
Human RelationOrganisationBusinessRecipe
Intellectual Capital
-
IP
RRR
RRR
-
R
RR-
RRR
RR
RR
-
Process Management Employees Network Brand Customers
Human RelationOrganisationBusinessRecipe
Intellectual Capital
-
IP
RRR
RRR
Efficiency Renewal
Risk
Executive View - MatrixE
ffic
ien
cyE
ffic
ien
cy
RenewalRenewal
B
BB
BBB
A
AA
AAA
B BB BBB A AA AAA
Em
Mg
Pr
Bd
Cu
BRNw
CCC
CCC
IP
RiskRisk
Operational View
80
75
79
78
78
73
71
77
57 86
79
54
2511
81
76
56
31
Relation
Interaction
Duration of
Customer Relation
Image CreatingCompetence Enhancing
ProcessStrengthening
StrategicSupplier
Non-vulnerability
Usage Rate
Respondent View
• Categorized document showing comments from respondents
• All comments are anonymous• Provides qualitative feedback and often
useful suggestions for improvement
Q & A
Contact Details
Brett Shadbolt, Managing Director
Censere Group
Mobile +852 9199 9140
E-Mail [email protected]
Website http://www.censere.com