Workshop Tokyo October 2012

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Recommendations on IP Protection and Intellectual Capital Statement / IAbM

Recommendations on IP Protection and Intellectual Capital Statement / IAbM

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  • Lassen Sie mich das Management der immateriellen Vermögenswerte vergleichen mit dem folgenden Bild. Nebel ist auch nicht greifbar und doch muss der Pilot versuchen, sein Flugzeug sicher hindurch zu steuern, bis er wieder klare Sicht hat. Genau vor diesem Problem stehen auch Sie in Ihrem Unternehmen, wenn sie versuchen, diese immateriellen, also die nicht-greifbaren Vermögenswerte steuern zu wollen. Da hilft dann bei erfahrenen Piloten, genauso wie bei erfahrenen Unternehmern, das sogenannte „Bauchgefühl “ . Dieses Bauchgefühl ist ja nichts anderes, als die kondensierte Erfahrung auf der Basis langer Jahre Berufserfahrung, wo Sie so manchen Sturm erfolgreich gemeistert haben und daher wissen Sie auch, welche kleinen Informationen Sie zur Orientierung benötigen, um Entscheidungen zu treffen. Aber was ist mit Ihrem Nachfolger, Ihrer Nachfolgerin, was mit denen, die nicht diese Erfahrungen mitbringen oder den externen Partnern, denen Sie Ihre Entscheidungen erläutern wollen. Und genau hier möchte die Wissensbilanz unterstützen: Bei der Steuerung und dem systematischeren Management der nicht-greifbaren Vermögenswerte ihres Unternehmens. Oder wie es einer unserer Pilotanwender auf den Punkt gebracht hat: „ Die Wissensbilanz beschreibt erstmals transparent für alle Beteiligten, was wir, das Management, schon immer im Bauch gefühlt haben. Allerdings lässt sich besser über einer Ergebnis der Wissensbilanz diskutieren als über ein kaum in Worte fassbares Bauchgefühl, so gut es uns auch bisher geholfen hat. “ Die Wissensbilanz schafft klare Sicht , um „zielsicher richtige und zukunftsweisende Entscheidungen zu treffen. “
  • Bildning inte utbildning Transparens inte DN Oberoende universitet och högskolor
  • Verschwimmen mit der Systemumwelt darstellen.

Transcript

  • 1. Japan October 2012 Mart Kivikas© 2012 Wissenskapital ZFI/ECI GmbH S. 1
  • 2. State-of-the-art • On Intellectual Capital Reporting (or Intangible Assets based Management) • On IC Statement and Management Reporting • On Intellectual Property Rights • On IC of Cities • On Economic Policy© 2012 Wissenskapital ZFI/ECI GmbH S. 2
  • 3. Key Questions for Business Success 1. How can I keep and improve my competitive position? 2. What do we do differently and better than our competitors? 3. How can I avoid making a wrong decision? How support and find new innovations? 4. How can we manage quality and service as well as production in our value chain? 5. What can I as a leader have real impact on?© 2012 Wissenskapital ZFI/ECI GmbH S. 3
  • 4. Modern Leadership Quelle: © 4Value Management Consulting GmbH© 2012 Wissenskapital ZFI/ECI GmbH
  • 5. Working Model of Sevilla Global? Human- capital Service- Growth quality Regional Business Structural- Prosperity Concept capital Product- High Value quality Added Work Relational- capital Finding Skills Build Structures Ready for Market Spin-off of HC HC -> SC RC Companies t0 ... tX Financial Indicators Non-financial Indicators© 2012 Wissenskapital ZFI/ECI GmbH S. 5
  • 6. Strategic Goals Fomento San Sebastian© 2012 Wissenskapital ZFI/ECI GmbH S. 6
  • 7. Would You Invest?© 2012 Wissenskapital ZFI/ECI GmbH S. 7
  • 8. Result: Priority Map for Investment or Intervention QQS-Bar-Chart: Human Capital (HC) HC-4 HC-3 Internal Co-operation Leadership Ability HC-2 & Knowledge Transfer HC-1 0 30 60 90 HC-4 Leadership Ability HC-3 Employee Motivation HC-2 Social Competence HC-1 Professional Competence Systematic (%) Quality (%) Quantity (%) Fraunhofer IPK © 2008 , No. 8© 2012 Wissenskapital ZFI/ECI GmbH S. 8
  • 9. Prel. IC Map Fomento San Sebastian© 2012 Wissenskapital ZFI/ECI GmbH S. 9
  • 10. © 2012 Wissenskapital ZFI/ECI GmbH S. 10
  • 11. www.incas-europe.org Process /Systems Dynamics Fraunhofer IPK © 2008 , No. 11 Software… Taxonomy© 2012 Wissenskapital ZFI/ECI GmbH .. S. 11
  • 12. Portfolio Matrix Phase I Phase II Phase III Phase IV Micro Companies (10-20 Emp.) Small Companies (20-50)Mid Companies (50-250) Spinn-offs SME Sector I Agrial Name? Name Ltd.? Name Ltd.? Consumer Sector II Agrial Name? Name Ltd.? Name Ltd.? Maschines Sector III Aerospace Name? Name Ltd.? Name Ltd.? Sector IV Renewable Name? Name Ltd.? Name Ltd.? Energy© 2012 Wissenskapital ZFI/ECI GmbH S. 12
  • 13. The Logic behind the Earnings Capability Index (ECI)™ Earnings Capability Index (ECI)™ = Forecast on Business Success and Profitability Current Earnings Competitiveness Ability to Change Cost / Income Ratio Custome Value Innovation and Growth CapabilityValue 0,0 % Value 0,0 % Value 0,0 %Score 0 0 Score 0 0 Score 0 0Weight 1 Weight 1 Weight 2 Cash Market Position Payroll FlexibilityValue 0,0 % Value 0,0 % Value 0,0 %Score 0 0 Score 0 0 Score 0 0Weight 2 Weight 2 Weight 1 Profitability Quality and Systematic Relational Capital Quality and Systematic Human CapitalValue 0,0 % Value 0,0 % Value 0,0 %Score 0 0 Score 0 0 Score 0 0Weight 1 Weight 2 Weight 2 Earnings sustainability Quality and Systematic Structural Capital Interdependency Analysis HC, SC and RCValue 0,0 % Value 0,0 % Value 0,0 %Score 0 0 Score 0 0 Score 0 0Weight 1 Weight 1 Weight 2 Weighted Sum Weighted Sum Weighted SumWeight short term 80 % Weight short term 40 % Weight short term 5%Weight mid term 15 % Weight mid term 40 % Weight mid term 50 %Weight long term 5% Weight long term 20 % Weight long term 45 %Short term EC forecast 0 Mid term EC forecast 0 Long term EC forecast 0 © 2012 Wissenskapital ZFI/ECI GmbH S. 13
  • 14. Relatives GNP PPP European countries vs. USA 1990-2006.© 2012 Wissenskapital ZFI/ECI GmbH S. 14
  • 15. A joint triple helix action needed! • On Intellectual Capital Reporting (or Intangible Assets based Management) • On IC Statement and Management Reporting • On Intellectual Property Rights • On IC of Cities • On Economic Policy© 2012 Wissenskapital ZFI/ECI GmbH S. 15
  • 16. Thank You! The IC Statement The Financial Statement © Leif Edvinsson© 2012 Wissenskapital ZFI/ECI GmbH
  • 17. Intangibles Employees, Internal Processes, i.e.efficient Networks, Who contribute with their processing of the production of including customers, suppliers, knowledge and competences goods or services, internal investors and cooperation with requests, logisitcs etc. other companies Business Success Factors - Motivation - Product cycle time - Customer satisfaction - Qualification - Quality of the processes - Customer structures - Leadership - Processes of communication - Investor relations - Risk management - Suppliers Short term earnings capability: Mid term earnings capability: Long term earnings capability: Current earnings status Competitiveness Ability to change Key Perfomance Indicators (KPI) Financial indicators; Cashflow indicators; The systematic of business - Cost / Income Ratio - Equity ratio success; - Return on Equity - Debt equtiy ratio - Development of profitability - Return on Capital Employed - Solvency - Business development - Return on Investment - Cashflow margin - Development of cycle times© 2012 Wissenskapital ZFI/ECI GmbH - Customer acquisition S. 17
  • 18. The framework of the German “Wissensbilanz” Commercial environment (Possibilities & risks) Organization Intellectual capital Initial Human Structural Relational Financial External situation capital capital capital resources impact Business- Business Vision Strategy Measures Business processes success knowledg e Knowledge processes© 2012 Wissenskapital ZFI/ECI GmbH S. 18
  • 19. Steps Criterias Sources1. Current financial situation Profitability/Cash Annual Report, Bankratings, BSC2. Competiveness Customer segments, Business environment branch, competitors, analysis, Intellectual structural- and relational Capital Statement, BSC capital3. Ability to change Innovation capability, fixed Intellectual Capital vs. Variable costs, human Statement, BSC capital4. (Future) Earnings Capability Earnings Capability Analyse of steps 1 to 3.(steps 1 to 3) Index™5. Management action points Activity plan ECI report, BSC6. Implementation (in business i.e. CRM or HR i.e. job and processoperations) development descriptions, customer survey7. Follow-up, controlling Verification of index Actuals vs. Plan, KPI (adjusted)© 2012 Wissenskapital ZFI/ECI GmbH S. 19