基本説明
As a follow-up to "Edison in the Boardroom" (focusing on intellectual property), it offers case studies illustrating how leading companies such as DuPont, Ford, Hewlett-Packard, IBM, Procter & Gamble, and many more are implementing the strategy on intellectual capital.
Full Description
Capitalize on Your Company's Intangible Assets...Leading Companies Show You How "Einstein in the Boardroom makes a great sequel to Edison in the Boardroom. Those readers who found the examples and war stories of Edison to be useful in their own IP-management activities will find the same qualities in Einstein. This resource will help anyone in the intangibles management community who seeks to go beyond intellectual property and understand and capitalize on the full range of a firm's intellectual capital." --Julie Davis, coauthor, Edison in the Boardroom "Harrison and Sullivan continue to elevate understanding of the value of intellectual assets and, more importantly, provide a 'clinic' on the practical steps necessary to turn theory into bottom-line results." --Jeff Weedman, Vice President, External Business Development The Procter & Gamble Company "Einstein in the Boardroom is a valuable guide for business managers considering how to leverage intangible assets for profit."--Joe Beyers, Vice President, Intellectual Property Licensing, Hewlett-Packard Company "Going deeper into value creation for companies, Einstein in the Boardroom describes new ways to extract value from 'I-stuff' on knowledge, a tremendous asset that is too rarely exploited and could be leveraged by all readers of this great book." --Beatrix de Russe, Executive Vice President, Licensing and Intellectual Property, Thomson "Einstein in the Boardroom is a must-read for CEOs, CFOs, and board chairs facing the financial governance issues of share price, wealth creation, and value realization. When today's financial management systems may only deal with 20 percent of the value of the firm, Harrison and Sullivan offer a look at what a company can do to successfully create and extract value from the 'other' 80 percent, and they show you how other companies have done it!" --Bill Swirsky, Vice President, Knowledge Development The Canadian Institute of Chartered Accountants "Identifying, managing, and leveraging knowledge and intangible assets has enabled Cargill to differentiate itself from its competitors and increase its profitability.Harrison and Sullivan provide a clear perspective on how intangible assets fit within the corporate landscape and how to manage them to increase value for the organization." --Harry J. Gwinnell, Vice President and Chief IP Counsel, Cargill
Contents
Acknowledgments. Authors' Foreword. 1 INTRODUCTIONLEGACY. 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 I-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. Conclusions: Beyond Leveraging. 5 INTEGRATING THE PORTFOLIO OF I-STUFF. What Integrating Path Companies Are Trying to Accomplish. I-Stuff Strategies. Managing across Organizational Boundaries. Measuring the Value of Intangibles. Best Practices for the Integrating Path. Conclusions: 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 Path Companies Are Trying to Accomplish. Best Practices for the Sustaining Path. Conclusions: Beyond Sustainability. 7 PROCTER & GAMBLE: PROGRESSING BEYOND INTELLECTUAL PROPERTY. Changing a Corporate Culture. The Promise of Intellectual Assets. How They Did It. Moving the Technology Forward. "Connect + Develop". Accelovation. Mining Know-How. Reliability Engineering. The Value of Employees. APPENDICES. 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. B THE I-STUFF VALUE MATRIX. Defensive Value. Offensive Value. Revenue-Generating Value. Cost-Avoidance Value. Strategic Positioning Decade of Working with CBAs. Ideas Alone Are Not Enough. Conclusions. 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. E Accounting Measurement. Innovations in Value and Performance Measurement. Measurement Concepts. Measurement Criteria. Technical Appendix E.1 Value and Performance Measurement Innovations. Technical Appendix E.2 Resources. 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.
