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José Ma. Viedma Professor of Business Administration at  the Polytechnic University of Catalonia  President of Intellectua...
CONTENTS <ul><li>1.  WEALTH CREATION IN THE  KNOWLEDGE ECONOMY.  </li></ul><ul><li>2.  ON ACHIEVING  BUSINESS EXCELLENCE I...
1.  WEALTH CREATION IN THE  KNOWLEDGE ECONOMY.
WEALTH   CREATION IN   THE KNOWLEDGE ECONOMY <ul><li>IN A MARKET ECONOMY: </li></ul><ul><li>WEALTH OR POVERTY OF A SPECIFI...
2. ON ACHIEVING BUSINESS EXCELLENCE IN THE KNOWLEDGE ECONOMY.
ON ACHIEVING BUSINESS EXCELLENCE IN   THE KNOWLEDGE ECONOMY <ul><li>IN ORDER TO ACHIEVE BUSINESS EXCELLENCE STRATEGY PERSP...
WEALTH CREATION IN THE KNOWLEDGE ECONOMY <ul><li>IN A CONTEXT OF FINANCIAL AND ECONOMIC CRISIS </li></ul><ul><li>FINANCIAL...
TANGIBLE ASSETS Process A Process C Product  A Service B Service C Process A Service A’ Product A” Process B Product B’ Pr...
TANGIBLE ASSETS Process A Process B Service A Product B CORE COMPETENCIES INTANGIBLE PRESENT Process A Process A Service A...
TANGIBLES ASSETS Process A Process C Product  A Service B Service C CORE COMPETENCIES CORE COMPETENCIES Process A Service ...
TANGIBLE ASSETS Product  A Service B Service C CORE COMPETENCIES CORE COMPETENCIES Service A’ Product A” Product B’ Produc...
TANGIBLE ASSETS Service B Service C CORE INCOMPETENCIES CORE COMPETENCIES Product A” Product B’ Product C’ CORE INCOMPETEN...
TANGIBLE LIABILITIES Service B Service C Product B’ Product C’ INTANGIBLE LIABILITIES CORE  INCOMPETENCIES CORE INCOMPETEN...
© 2007 José M. Viedma Marti Other new views
3.  STATE OF THE ART OF PRACTICAL  APPLICATIONS  IN  INTANGIBLES  STRATEGIC MANAGEMENT .
Business Formula – Business Recipe  S oundly formulated  and effectively  implemented  strategies
+ = Recipe  © 2007 José M. Viedma Marti
La Sagrada Familia (A.Gaudi) © 2007 José M. Viedma Marti
Reality was recognizable © 2007 José M. Viedma Marti
Harder to recognize © 2007 José M. Viedma Marti
You could still tell what was going on © 2007 José M. Viedma Marti
Impossible to see what was going on © 2007 José M. Viedma Marti
© 2007 José M. Viedma Marti
© 2007 José M. Viedma Marti
Benetton’s Store © 2007 José M. Viedma Marti
ZARA’s Store
BUSSINES EXCELLENCE (Bussines Formula) (Bussines Recipe) Good strategy formulation Very good strategy implementation Funda...
4. INCAS A COMPREHENSIVE METHODOLOGY FOR STRATEGIC MANAGEMENT OF INTANGIBLES.
STRATEGY PERSPECTIVE BM  2 ENVIRONMENT 1 INTANGIBLE INTANGIBLE TANGIBLE TANGIBLE VISION ENVIRONMENT 2 InCaS ASSESSMENT NAV...
ICS Step 4: Potential Portfolio for Deriving Measures Average Assessment Impact  Sector „Develop!“: High potential for imp...
Detailed Impact Analysis Including Time Delays to Define Measures for Improvement Example InCaS
5. CONCLUSIONS
<ul><li>InCaS and BS are mainly designed for helping companies to manage intangibles in the strategy implementation proces...
ADDITIONAL INFORMATION <ul><li>www.incas-europe.org </li></ul>
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  1. 1. José Ma. Viedma Professor of Business Administration at the Polytechnic University of Catalonia President of Intellectual Capital Management Systems DIT SMEs Forum. International Conference “ Building a Knowledge–based Eco-system for SMEs: Finance, Innovation, Technology and Networking” http://intellectualcapitalmanagementsystems.com Roundtable 5: INTELLECTUAL CAPITAL STRUCTURE (ICS) & SMEs © 2008 José M. Viedma Marti
  2. 2. CONTENTS <ul><li>1. WEALTH CREATION IN THE KNOWLEDGE ECONOMY. </li></ul><ul><li>2. ON ACHIEVING BUSINESS EXCELLENCE IN THE KNOWLEDGE ECONOMY. </li></ul><ul><li>3. STATE OF THE ART OF PRACTICAL APPLICATIONS IN INTANGIBLES STRATEGIC MANAGEMENT . </li></ul><ul><li>INCAS A COMPREHENSIVE METHODOLOGY FOR STRATEGIC MANAGEMENT OF INTANGIBLES. </li></ul><ul><li>5. CONCLUSIONS. </li></ul>
  3. 3. 1. WEALTH CREATION IN THE KNOWLEDGE ECONOMY.
  4. 4. WEALTH CREATION IN THE KNOWLEDGE ECONOMY <ul><li>IN A MARKET ECONOMY: </li></ul><ul><li>WEALTH OR POVERTY OF A SPECIFIC NATION IS STRONGLY DEPENDANT ON THE NUMBER OF COMPETITIVE OR EXCELLENT COMPANIES THAT THE SPECIFIC NATION HAS. </li></ul><ul><li>GOVERNMENT DOES NOT CREATE WEALTH BUT CONTRIBUTES TO FACILITATE (CREATING OR DEVELOPING KNOWLEDGE BASED ECOLOGIES FOR SMEs) OR TO HINDER WEALTH CREATION. </li></ul><ul><li>AN EXCELLENT OR COMPETITIVE COMPANY IS THE ONE THAT ACHIEVES LONG TERM EXTRAORDINARY PROFITS DUE TO THE FACT THAT HAS A BUSINESS MODEL WITH SUSTAINABLE COMPETITIVE ADVANTAGES. </li></ul><ul><li>IN A KNOWLEDGE ECONOMY SUSTAINABLE COMPETITIVE ADVANTAGES ARE MAINLY BASED ON INTANGIBLES. </li></ul>
  5. 5. 2. ON ACHIEVING BUSINESS EXCELLENCE IN THE KNOWLEDGE ECONOMY.
  6. 6. ON ACHIEVING BUSINESS EXCELLENCE IN THE KNOWLEDGE ECONOMY <ul><li>IN ORDER TO ACHIEVE BUSINESS EXCELLENCE STRATEGY PERSPECTIVE IS THE KEY ONE. </li></ul><ul><li>BUSINESS EXCELLENCE IS ALWAYS DUE TO GOOD STRATEGY FORMULATION AND SUPERIOR STRATEGY IMPLEMENTATION. </li></ul><ul><li>IN A CONTINUOUS CHANGING ENVIRONMENT BUSINESS MODELS QUICKLY GET OUT-OF-DATE AND AS A CONSEQUENCE OF THAT INNOVATION IN BUSINESS MODELS BECOMES AN URGENT NEED. </li></ul><ul><li>IN ANY COMPANY THE ESSENTIAL ACTIVITY TO PERFORM IS ALWAYS INNOVATION IN THE BUSINESS MODEL SO IT CAN BE CONVERTED IN AN EXCELLENT OR COMPETITIVE BUSINESS MODEL. </li></ul><ul><li>IN ORDER TO ACHIEVE BUSINESS EXCELLENCE THE MOST SUITABLE AND COMPLETE TOOLS AND FRAMEWORKS ARE ICBS AND INCAS. </li></ul>
  7. 7. WEALTH CREATION IN THE KNOWLEDGE ECONOMY <ul><li>IN A CONTEXT OF FINANCIAL AND ECONOMIC CRISIS </li></ul><ul><li>FINANCIAL AND ECONOMIC CRISIS DOES NOT CHANGE THE FOUNDATIONS OF WEALTH CREATION . </li></ul><ul><li>THERE IS A TEMPORARY INTERRUPTION IN THE PROCESS OF WEALTH CREATION. </li></ul><ul><li>MAIN FEATURES OF THE FINANCIAL AND ECONOMIC CRISIS. </li></ul><ul><li>INTANGIBLE LIABILITIES: SUBPRIMES, CDOs, CDS, STRUCTURED PRODUCTS, ETC. </li></ul>
  8. 8. TANGIBLE ASSETS Process A Process C Product A Service B Service C Process A Service A’ Product A” Process B Product B’ Process C Process C Product C’ Service C” Process B © 2007 José M. Viedma Marti Other new views CORE COMPETENCIES CORE COMPETENCIES CORE COMPETENCIES Capabilities Capabilities Capabilities Capabilities Capabilities INTANGIBLE ASSETS
  9. 9. TANGIBLE ASSETS Process A Process B Service A Product B CORE COMPETENCIES INTANGIBLE PRESENT Process A Process A Service A’ Service A” Process B Product B’ Product B” Process C Process C FUTURE NEW CORE COMPETENCIES New Capabilities New Product M New Service N New Product M CORE COMPETENCIES CORE COMPETENCIES New Capabilities New Capabilities TANGIBLE ASSETS New Process NEW INTANGIBLE ASSETS INNOVATION CAPABILITIES © 2007 José M. Viedma Marti New Process New Process Other new views
  10. 10. TANGIBLES ASSETS Process A Process C Product A Service B Service C CORE COMPETENCIES CORE COMPETENCIES Process A Service A’ Product A” Process B Product B’ Process C Process C Product C’ Service C” CORE COMPETENCIES Capabilities Process B Incompetencies Capabilities Capabilities Capabilities INTANGIBLES ASSETS Intangibles Liabilities © 2007 José M. Viedma Marti Other new views
  11. 11. TANGIBLE ASSETS Product A Service B Service C CORE COMPETENCIES CORE COMPETENCIES Service A’ Product A” Product B’ Product C’ Service C” CORE COMPETENCIES Incompetencies Incompetencies Incompetencies Capabilities Capabilities INTANGIBLE ASSETS © 2007 José M. Viedma Marti Other new views
  12. 12. TANGIBLE ASSETS Service B Service C CORE INCOMPETENCIES CORE COMPETENCIES Product A” Product B’ Product C’ CORE INCOMPETENCIES Incompetencies Incompetencies Incompetencies Capabilities Capabilities INTANGIBLE ASSETS © 2007 José M. Viedma Marti Other new views
  13. 13. TANGIBLE LIABILITIES Service B Service C Product B’ Product C’ INTANGIBLE LIABILITIES CORE INCOMPETENCIES CORE INCOMPETENCIES CORE INCOMPETENCIES CORE INCOMPETENCIES CORE INCOMPETENCIES © 2007 José M. Viedma Marti Other new views
  14. 14. © 2007 José M. Viedma Marti Other new views
  15. 15. 3. STATE OF THE ART OF PRACTICAL APPLICATIONS IN INTANGIBLES STRATEGIC MANAGEMENT .
  16. 16. Business Formula – Business Recipe S oundly formulated and effectively implemented strategies
  17. 17. + = Recipe © 2007 José M. Viedma Marti
  18. 18. La Sagrada Familia (A.Gaudi) © 2007 José M. Viedma Marti
  19. 19. Reality was recognizable © 2007 José M. Viedma Marti
  20. 20. Harder to recognize © 2007 José M. Viedma Marti
  21. 21. You could still tell what was going on © 2007 José M. Viedma Marti
  22. 22. Impossible to see what was going on © 2007 José M. Viedma Marti
  23. 23. © 2007 José M. Viedma Marti
  24. 24. © 2007 José M. Viedma Marti
  25. 25. Benetton’s Store © 2007 José M. Viedma Marti
  26. 26. ZARA’s Store
  27. 27. BUSSINES EXCELLENCE (Bussines Formula) (Bussines Recipe) Good strategy formulation Very good strategy implementation Fundamentally Based on Core Competencies Core Capabilities Intellectual Capital Models and tools more frecuently used Formulation Not breaking down intellectual capital into its constituent parts Implementation Breaking down intellectual capital into its constituent parts ICBS Balanced Scorecard The practice of intellectual capital management SWOT InCas
  28. 28. 4. INCAS A COMPREHENSIVE METHODOLOGY FOR STRATEGIC MANAGEMENT OF INTANGIBLES.
  29. 29. STRATEGY PERSPECTIVE BM 2 ENVIRONMENT 1 INTANGIBLE INTANGIBLE TANGIBLE TANGIBLE VISION ENVIRONMENT 2 InCaS ASSESSMENT NAVIGATION REPORTING AND AUDITING InCaS NAVIGATOR INTELLECTUAL CAPITAL STATEMENTS (FUTURE) ACCOUNTING STATEMENTS (PAST.) BM 1 Present Future
  30. 30. ICS Step 4: Potential Portfolio for Deriving Measures Average Assessment Impact Sector „Develop!“: High potential for improvement, high impact  well-aimed development of factors with highest potential for intervention Sector „Analyse!“: High potential for improvement, low impact  Analyse in more detail, observe… Sector „Stabilise!“: Low potential for improvement, high impact  keep on good level, avoid falling back (risk management) Sector „No need for action“: Low potential for improvement, low impact  currently no need for action Product Innovation Management Processes Investor Relations Example InCaS
  31. 31. Detailed Impact Analysis Including Time Delays to Define Measures for Improvement Example InCaS
  32. 32. 5. CONCLUSIONS
  33. 33. <ul><li>InCaS and BS are mainly designed for helping companies to manage intangibles in the strategy implementation process. </li></ul><ul><li>BS is only for internal use but InCaS covers internal use and external reporting as well. </li></ul><ul><li>Both methodologies lack business model competitiveness assessment but InCaS in its new version performs some summary business model competitiveness assessment. </li></ul><ul><li>Because that fact it can be said that InCaS is the most complete methodology covering assessment, navigation and reporting. </li></ul><ul><li>Nevertheless for helping companies and organisations in the process of successful strategy formulation SWOT analysis and ICBS are still the best methodologies and frameworks. </li></ul>CONCLUSIONS
  34. 34. ADDITIONAL INFORMATION <ul><li>www.incas-europe.org </li></ul>
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