| 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. .. << 查看详细 |
| 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 |
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