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Using Intangible Visualization to
 Support Corporate Decisions


                   How to become
                    an intangible
                      capitalist

              Mary Adams
           I-Capital Advisors
                                    ICA-1
Intro to intangible capital




                              ICA-2
Undefined,
                                                                                    intangible portion
                                                                                    of corporate value

                                                         Components of S&P 500® Market Capitalization


                                    14,000


                                                                      Market Premium

                                    12,000
                                                                      Intangible Book Value


                                                                      Tangible Book Value
                                    10,000




                                      8,000
  S&P 500 Market Cap ($ billions)




                                      6,000




                                      4,000




                                      2,000




                                             -


                                                 1973   1975   1977   1979       1981         1983   1985   1987   1989   1991   1993   1995   1997   1999   2001   2003   2005




Research: Ned Davis
                                                                                                                                                                                  ICA-3
Knowledge
 Assets




            ICA-4
Model of how IC
pieces fit together




From You Can Grow Like Google on YouTube


                                           ICA-5
Three ways to
      measure
     intangibles                            Assessment
                                            (qualitative)




Investment          Corporate Intangibles
 (financial)




                                            Performance
                                            Management
                                            (quantitative)
                                                             ICA-6
1. How to grow?

   Scaled business using balanced IC
 investment, especially structural capital



                                             ICA-7
Gaps in
              structural
               capital




Need to add
headcount
                              National
                           relationships
                                           ICA-8
2. How to improve performance?

 Optimized structural capital infrastructure




                                               ICA-9
Developing                  ID four core
                   Program                     processes
                 Relationships
                                 Motivating
                                  Referral




                                                Closing
Developing HCO                                   Sale
 Relationships


                                                             ICA-10
Map each
                         process as a
                        value network

           Intangible
           exchange

       Tangible
       exchange
                             Role
             Tangible
Role         exchange

          Intangible
          exchange


                                        ICA-11
ICA-12
3. How to innovate?

 Evaluated IC as the innovation ecosystem




                                        ICA-13
Intellectual Capital
                                                               A



 Bus. Recipe              Organisational                 Human Capital                        Relational
    AA                        BBB                              A                                BBB
                                                                                                                                 Current strength
                 I.P         Process       Management     Employees                Network     Brand        Customers
                              BBB            BBB              AA                     BB           A           BBB
                                                                                                                                          Intellectual Capital
                                                                                                                                                BB



                                                                               Bus. Recipe                  Organisational                  Human Capital                  Relational
                                                                                 BBB                            BBB                            CCC                           BBB
Preparation for future
                                                                                                   I.P         Process       Management     Employees            Network    Brand       Customers
                                                        Intellectual Capital
                                                                                                                BBB             BB              CC                 B          AA          BBB
                                                                R



 Bus. Recipe              Organisational                  Human Capital                        Relational
     R                          R                               R                                  R



                  I.P
               No value
                             Process
                                R
                                           Management
                                               RR
                                                           Employees
                                                                R
                                                                                    Network
                                                                                      RR
                                                                                                 Brand
                                                                                                   R
                                                                                                             Customers
                                                                                                                               Risk

                                                                                                                                                                                          ICA-14
Experience in core
                                       competencies
                                             83



  Renewal of productivity                                        Ability tackle new projects
                                                            74
                              57




                                                      39
                              55
    Vulnerability defection                                      Training/education


                                             74

                                   Equal competence level

Employees                                                            AA CC R

While the staff is perceived as having the capacity to deliver world
class performance, other capabilities are less certain . . Developing or
expanding capabilities could be hindered by the fact that training and
education efforts are largely informal and non-standardized.
                                                                                      ICA-15
4. How to acquire knowledge?

 In mergers, most people ignore important
  structural capital and fail to understand
   relationship between IC and valuation


                                          ICA-16
Mergers are 70% intangible

                                                         Tangible, 30%



     Goodwill, 47%




                                                     Intangible, 23%


E&Y: Acquisition Accounting – What’s Next for You?
Global sample of 700+ mergers in 2007
                                                                         ICA-17
Most deals
ignore SC




             ICA-18
Map multiples against IC

   Best
          8x




Average
          4x




  Low
          2x


               Human   Structural   Relationship   Strategic



                                                               ICA-19
5. How to build reputation?

     Helped stakeholders see inside
      the IC “black box” to attract
       new clients at higher rates


                                      ICA-20
Visualization of a six-
 inch methodology
      notebook




                          ICA-21
For better decision making…
• Remember that intangibles dominate
  value creation, revenue and expenses
• Use IC buckets to be clear about type of
  knowledge asset (human, relationship,
  structural capital)
• Use all three kinds of measurement
  (financial, quantitative, qualitative)
• Visualization cuts through complexity

                                             ICA-22
Resources
Slides at slideshare.com/maryadamsica
Newsletter: Management 2.0 last Tues of month
Book: www.intangiblecapitalbook.com
Community: www.icknowledgecenter.com
Blog: www.smartercompaniesblog.com

     Mary Adams, 781-729-9650
     adams@i-capitaladvisors.com
     Twitter: maryadamsica

                                                ICA-23

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Making Better Corporate Decisions with Intangible Capital Visualization

  • 1. Using Intangible Visualization to Support Corporate Decisions How to become an intangible capitalist Mary Adams I-Capital Advisors ICA-1
  • 2. Intro to intangible capital ICA-2
  • 3. Undefined, intangible portion of corporate value Components of S&P 500® Market Capitalization 14,000 Market Premium 12,000 Intangible Book Value Tangible Book Value 10,000 8,000 S&P 500 Market Cap ($ billions) 6,000 4,000 2,000 - 1973 1975 1977 1979 1981 1983 1985 1987 1989 1991 1993 1995 1997 1999 2001 2003 2005 Research: Ned Davis ICA-3
  • 5. Model of how IC pieces fit together From You Can Grow Like Google on YouTube ICA-5
  • 6. Three ways to measure intangibles Assessment (qualitative) Investment Corporate Intangibles (financial) Performance Management (quantitative) ICA-6
  • 7. 1. How to grow? Scaled business using balanced IC investment, especially structural capital ICA-7
  • 8. Gaps in structural capital Need to add headcount National relationships ICA-8
  • 9. 2. How to improve performance? Optimized structural capital infrastructure ICA-9
  • 10. Developing ID four core Program processes Relationships Motivating Referral Closing Developing HCO Sale Relationships ICA-10
  • 11. Map each process as a value network Intangible exchange Tangible exchange Role Tangible Role exchange Intangible exchange ICA-11
  • 13. 3. How to innovate? Evaluated IC as the innovation ecosystem ICA-13
  • 14. Intellectual Capital A Bus. Recipe Organisational Human Capital Relational AA BBB A BBB Current strength I.P Process Management Employees Network Brand Customers BBB BBB AA BB A BBB Intellectual Capital BB Bus. Recipe Organisational Human Capital Relational BBB BBB CCC BBB Preparation for future I.P Process Management Employees Network Brand Customers Intellectual Capital BBB BB CC B AA BBB R Bus. Recipe Organisational Human Capital Relational R R R R I.P No value Process R Management RR Employees R Network RR Brand R Customers Risk ICA-14
  • 15. Experience in core competencies 83 Renewal of productivity Ability tackle new projects 74 57 39 55 Vulnerability defection Training/education 74 Equal competence level Employees AA CC R While the staff is perceived as having the capacity to deliver world class performance, other capabilities are less certain . . Developing or expanding capabilities could be hindered by the fact that training and education efforts are largely informal and non-standardized. ICA-15
  • 16. 4. How to acquire knowledge? In mergers, most people ignore important structural capital and fail to understand relationship between IC and valuation ICA-16
  • 17. Mergers are 70% intangible Tangible, 30% Goodwill, 47% Intangible, 23% E&Y: Acquisition Accounting – What’s Next for You? Global sample of 700+ mergers in 2007 ICA-17
  • 19. Map multiples against IC Best 8x Average 4x Low 2x Human Structural Relationship Strategic ICA-19
  • 20. 5. How to build reputation? Helped stakeholders see inside the IC “black box” to attract new clients at higher rates ICA-20
  • 21. Visualization of a six- inch methodology notebook ICA-21
  • 22. For better decision making… • Remember that intangibles dominate value creation, revenue and expenses • Use IC buckets to be clear about type of knowledge asset (human, relationship, structural capital) • Use all three kinds of measurement (financial, quantitative, qualitative) • Visualization cuts through complexity ICA-22
  • 23. Resources Slides at slideshare.com/maryadamsica Newsletter: Management 2.0 last Tues of month Book: www.intangiblecapitalbook.com Community: www.icknowledgecenter.com Blog: www.smartercompaniesblog.com Mary Adams, 781-729-9650 adams@i-capitaladvisors.com Twitter: maryadamsica ICA-23