Valuing Intellectual Capital


Over the last century, some companies have made history while others have become history. This is because some have been much better at changing than others. Overall, the corporate scorecard regarding change is not very positive. The research data overwhelmingly shows that the issue is neither the corporate strategy nor the change initiative itself. Rather, the problem lies in an organization’s inability to overcome its own inherent inertia, its entrenched resistance to change.

This resistance has stiffened due to the phenomenon known as change fatigue. In the last twenty years, many people have experienced change programs that have failed to deliver the promised improvements. This has spawned the attitude: Why should we go through more pain for even less gain? Employees may be forgiven for viewing the management of intellectual capital and organizational knowledge as just another soon-to-be-forgotten change initiative.

However, to compete in tomorrow’s business world, companies will have to do a much better job of engaging the collective minds of their organizations. They are already discovering that they don’t know what they know. Vast deposits of corporate knowledge have little value when they are tucked away in reports, filing cabinets or the minds of individual employees. Different units are reinventing wheels, duplicating projects, or repeating mistakes. People are always hearing about other divisions that display best-in-company practices which never become a part of the organizational knowledge base. As a result, these practices must be relearned by each division as it starts up a new plant, installs a new machine, or structures a new business team.

Brain power or human capital is not easily captured. Existing business structures, systems and processes are often quite hostile to new and innovative ideas. Too many new employees, upon making a suggestion for improvement or offering a new business concept, have heard the phrase: That’s not how we do it around here. Companies are filled with rules that unintentionally suppress creativity. Some underground innovation still occurs, and occasionally succeeds, but mostly it is killed off before it has a chance to blossom. It is ironic that organizations seek to hire creative people with proven track records of accomplishment, then stifle them with jobs and organizational structures that prevent the employees from using the talents for which they were hired.

In most of the companies featured in this seminar, senior management has realized that the world economy is rapidly coming to rest on a foundation of intellect. All of these companies, each at their own rate, are in transition towards a state where intellectual assets are becoming their principal capital goods, from which products and services are produced. When the implications of this transition are fully understood, the pressure on every company to place the highest value on its intellectual assets will finally become inescapable.


This seminar will provide informative answers to the following questions:
  • How do organizations define the terms "intellectual capital" and "knowledge management"?
  • How have organizations developed and maintained corporate cultures that truly value intellectual capital?
  • How can you gain senior management commitment for knowledge management initiatives?
  • What should be the components of a strategy to manage intellectual capital and organizational knowledge?
  • What should be the role of a knowledge management group?
  • What part should information technology play in the knowledge management process?
  • How do organizations identify and retain those people deemed to be their most valuable intellectual assets?
  • How should organizations measure the value of their intellectual capital?
  • What are the critical success factors for the effective management of intellectual capital and organizational knowledge?

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