Capital
Content

Part # 1
Digital capital.

Part # 2
Physical / manufactured capital.
Part # 3
Financial capital.
Part # 4
Human c...
Part # 1
Digital capital
Tangible digital assets
 Servers.
 Routers.
 Online-purchasing platforms.
 Basic Internet software.

http://www.mckins...
Intangible digital assets
 Designs that engage users.
 Analytic competencies.
 Revenue models that monetize digital act...
Inspiration on technological changes
http://www.slideshare.net/frankcalberg/pestel-technological-changes
Part # 2
Physical / manufactured capital
Manufactured capital - examples

 Buildings.
 Machines.
 Tools.
 Other equipment.
 Infrastructure, for example roads,...
Some sources
http://www.theiirc.org/wp-content/uploads/2013/03/Business_Model.pdf
http://www.projectsigma.co.uk/Guidelines...
Part # 3
Financial capital
Forms of financial capital
 Equity, i.e. money from owners.
 Debt, i.e. money from lenders.
Financial capital refers to an individual’s total saved
assets, while human capital refers to the individual’s
future pote...
Actively reallocating corporate resources is
important in the best of times, and even more so
during economic downturns.
T...
Although companies' percentage of intangible
assets, for example research & development, has
increased, accounting rules h...
Further inspiration
https://www.princeton.edu/~achaney/tmve/wiki100k/docs/Financial_capital.html
http://ageconsearch.umn.e...
Part # 4
Human capital
A
Professional
competencies
What do you do well? What will you let other people do?
Example:

http://www.mckinseyquarterly.com/Strategy/Strategic_Thin...
Intangible assets are estimated to account for up
to 80% of the value of large companies today.
Thus, people contribute to...
Human capital is the only company resource that
supplies the organization with the ability to create
ideas, relationships,...
Human capital can be increased by investing
in education and health care.

http://www.economist.com/economics-a-to-z/h#nod...
B
Knowledge of your values
Questions to discover your values
http://www.scribd.com/doc/36200010/Questions-to-discover-your-values
C
Knowledge of
your personality
Inspiration about personality
http://www.scribd.com/doc/34534773/Personality
D
Knowledge of your
learning style
Inspiration about learning strategies

http://www.slideshare.net/frankcalberg/learning-strategies-11478939
E
Knowledge of what
motivates you
Tips to increase motivation

http://www.scribd.com/doc/42321299/Tips-to-Increase-Motivation
F
Self confidence
Tips to help you improve your self confidence
http://www.scribd.com/doc/35963119/Tips-to-help-improve-your-self-confidence
Part # 5
Social / cultural capital
Aspects of social / cultural capital

 Shared values and behaviour.
 Relationships, for example with customers,
supplier...
Social capital is generated by the connections in a social
network, and the trust, reciprocity, and resource-sharing
quali...
For production workers, productivity is readily
measured in terms of units of output; for transaction
workers, in operatio...
Results of a study about entrepreneurs in 2 industries,
cosmetics and high-tech, show a relation between
social competence...
Social capital plays a role by
 reducing the costs and risks of transactions,
 increasing the opportunities for trade, a...
Further inspiration
http://www.slideshare.net/frankcalberg/culture-8701195
http://www.slideshare.net/frankcalberg/social-c...
Part # 6
Natural capital
Aspects of natural capital
 Air and water.
 Land and forests.
 Materials, minerals, energy.
 Biodiversity and ecosyste...
Environmental changes

http://www.slideshare.net/frankcalberg/environmental-changes-28839188
Part # 7
Questions to find and
improve your strengths
3 questions to find out why people love what you do
Question # 1
Why do customers find what you do great?
Question # 2
Wha...
Ikea’s stylish, utilitarian, and inexpensive furniture combines
functional expertise in
 design,
 sourcing,
 manufactur...
With which product / service do you create most value for people?
Your answer: _____________________
Description of compet...
Core competence characteristics
Scarce
Valuable for people

Not easily substituted

Transferable

Difficult to copy
How difficult would it be for others to copy
and/or substitute what you do and have done?
How can you improve your biggest strengths?
http://flowingdata.com/2010/06/18/profitable-sweet-spot-for-startups/

The strategic
sweet spot
Internal
strengths
External
opportunities

External
threats

Make the most
of these

Internal
weaknesses
Some sources of inspiration
http://www.associatedcontent.com/article/2637139/try_the_exercise_only_we_can_.html?cat=3
http...
Thank you for your interest. For further inspiration,
feel welcome to visit http://frankcalberg.com/
Have a great day.
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Capital

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Part # 1: Digital capital.
Part # 2: Physical / manufactured capital.
Part # 3: Financial capital.
Part # 4: Human capital.
Part # 5: Social / cultural capital.
Part # 6: Natural capital.
Part # 7: Questions to find and improve your key strengths.

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Capital

  1. 1. Capital
  2. 2. Content Part # 1 Digital capital. Part # 2 Physical / manufactured capital. Part # 3 Financial capital. Part # 4 Human capital. Part # 5 Social / cultural capital. Part # 6 Natural capital. Part # 7 Questions to find and improve your key strengths.
  3. 3. Part # 1 Digital capital
  4. 4. Tangible digital assets  Servers.  Routers.  Online-purchasing platforms.  Basic Internet software. http://www.mckinsey.com/Insights/High_Tech_Telecoms_Internet/Measuring_the_full_impact_of_digital_capital
  5. 5. Intangible digital assets  Designs that engage users.  Analytic competencies.  Revenue models that monetize digital activity. http://www.mckinsey.com/Insights/High_Tech_Telecoms_Internet/Measuring_the_full_impact_of_digital_capital
  6. 6. Inspiration on technological changes http://www.slideshare.net/frankcalberg/pestel-technological-changes
  7. 7. Part # 2 Physical / manufactured capital
  8. 8. Manufactured capital - examples  Buildings.  Machines.  Tools.  Other equipment.  Infrastructure, for example roads, ports, and bridges.
  9. 9. Some sources http://www.theiirc.org/wp-content/uploads/2013/03/Business_Model.pdf http://www.projectsigma.co.uk/Guidelines/Principles/Capitals/ManufacturedCapital.asp http://www.ey.com/Publication/vwLUAssets/The_concept_of_capital_in_Integrated_Reporting/$FILE /EY_'Capital'%20in%20Integrated%20Reporting%20April%202013.pdf
  10. 10. Part # 3 Financial capital
  11. 11. Forms of financial capital  Equity, i.e. money from owners.  Debt, i.e. money from lenders.
  12. 12. Financial capital refers to an individual’s total saved assets, while human capital refers to the individual’s future potential savings from income earned. https://www.cnbank.com/uploadedFiles/Site_Framework/Home_Page/December_2013_-_CIUN_-_Canandaigua[1].pdf
  13. 13. Actively reallocating corporate resources is important in the best of times, and even more so during economic downturns. There’s something like a 4 percentage-point difference in the average return to shareholders year on year for those who are in the top third of reallocators versus those in the bottom third. http://www.mckinsey.com/insights/strategy/breaking_down_the_barriers_to_corporate_resource_allocation
  14. 14. Although companies' percentage of intangible assets, for example research & development, has increased, accounting rules have not kept pace. http://www.investopedia.com/articles/03/010603.asp#ixzz2Iij3mEe8
  15. 15. Further inspiration https://www.princeton.edu/~achaney/tmve/wiki100k/docs/Financial_capital.html http://ageconsearch.umn.edu/bitstream/122846/2/FM_WP19%20Determinants%20of%20financial%20capital%20use.pdf
  16. 16. Part # 4 Human capital
  17. 17. A Professional competencies
  18. 18. What do you do well? What will you let other people do? Example: http://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Enduring_Ideas_The_business_system_2379
  19. 19. Intangible assets are estimated to account for up to 80% of the value of large companies today. Thus, people contribute to businesses more than any other factor of production. http://www.linkedin.com/groups/Intangible-Assets-nonmonetary-assets-that-3901119.S.71807779
  20. 20. Human capital is the only company resource that supplies the organization with the ability to create ideas, relationships, knowledge and models. Every other financial, physical and cultural resource depends on the active mental, social and psychological talent necessary to fulfill it. Source Poppler, Paul & Stark, Ernest: Rare and Inimitable: Creating Human Capital Advantage. Chief Learning Officer, May 1, 2010.
  21. 21. Human capital can be increased by investing in education and health care. http://www.economist.com/economics-a-to-z/h#node-21529828
  22. 22. B Knowledge of your values
  23. 23. Questions to discover your values http://www.scribd.com/doc/36200010/Questions-to-discover-your-values
  24. 24. C Knowledge of your personality
  25. 25. Inspiration about personality http://www.scribd.com/doc/34534773/Personality
  26. 26. D Knowledge of your learning style
  27. 27. Inspiration about learning strategies http://www.slideshare.net/frankcalberg/learning-strategies-11478939
  28. 28. E Knowledge of what motivates you
  29. 29. Tips to increase motivation http://www.scribd.com/doc/42321299/Tips-to-Increase-Motivation
  30. 30. F Self confidence
  31. 31. Tips to help you improve your self confidence http://www.scribd.com/doc/35963119/Tips-to-help-improve-your-self-confidence
  32. 32. Part # 5 Social / cultural capital
  33. 33. Aspects of social / cultural capital  Shared values and behaviour.  Relationships, for example with customers, suppliers, and other business partners.  Communities. http://www.ey.com/Publication/vwLUAssets/The_concept_of_capital_in_Integrated_Reporting/$FILE/ EY_'Capital'%20in%20Integrated%20Reporting%20April%202013.pdf
  34. 34. Social capital is generated by the connections in a social network, and the trust, reciprocity, and resource-sharing qualities of those connections. It can be activated by individuals to gain social support or social leverage, or by collectivities to facilitate organization and collective action. Social capital is commonly viewed as a positive resource, but can become negative when used to exclude outsiders. http://cvp.evans.washington.edu/library/definitions
  35. 35. For production workers, productivity is readily measured in terms of units of output; for transaction workers, in operations per hour. But for knowledge workers, what might be thought of as collaboration productivity depends on the quality and quantity of interactions occurring. http://whatmatters.mckinseydigital.com/internet/using-technology-to-improve-workforce-collaboration
  36. 36. Results of a study about entrepreneurs in 2 industries, cosmetics and high-tech, show a relation between social competence and financial success. Source Baron, Robert A., Markman, Gideon D.: “Beyond social capital: The role of entrepreneurs' social competence in their financial success.” Journal of Business Venturing, Januar 2003.
  37. 37. Social capital plays a role by  reducing the costs and risks of transactions,  increasing the opportunities for trade, and  leading to greater economic efficiency. Source Castiglione, Dario & Van Deth, Jan W.: The Handbook of Social Capital, p. 375.
  38. 38. Further inspiration http://www.slideshare.net/frankcalberg/culture-8701195 http://www.slideshare.net/frankcalberg/social-competence http://www.frankcalberg.com/culturechange
  39. 39. Part # 6 Natural capital
  40. 40. Aspects of natural capital  Air and water.  Land and forests.  Materials, minerals, energy.  Biodiversity and ecosystem health. http://www.ey.com/Publication/vwLUAssets/The_concept_of_capital_in_Integrated_Reporting/$FILE/ EY_'Capital'%20in%20Integrated%20Reporting%20April%202013.pdf
  41. 41. Environmental changes http://www.slideshare.net/frankcalberg/environmental-changes-28839188
  42. 42. Part # 7 Questions to find and improve your strengths
  43. 43. 3 questions to find out why people love what you do Question # 1 Why do customers find what you do great? Question # 2 What can only you do? What is unique about what you do and how you do things? Question # 3 Why would someone invest their money with you?
  44. 44. Ikea’s stylish, utilitarian, and inexpensive furniture combines functional expertise in  design,  sourcing,  manufacturing,  pricing,  packaging,  logistics,  the customer experience in retail stores, and  cost management; All of these competencies reinforce the others. http://www.strategy-business.com/article/00161?pg=all
  45. 45. With which product / service do you create most value for people? Your answer: _____________________ Description of competencies to create that product / service Competence # 1 Competence # 2
  46. 46. Core competence characteristics Scarce Valuable for people Not easily substituted Transferable Difficult to copy
  47. 47. How difficult would it be for others to copy and/or substitute what you do and have done?
  48. 48. How can you improve your biggest strengths?
  49. 49. http://flowingdata.com/2010/06/18/profitable-sweet-spot-for-startups/ The strategic sweet spot
  50. 50. Internal strengths External opportunities External threats Make the most of these Internal weaknesses
  51. 51. Some sources of inspiration http://www.associatedcontent.com/article/2637139/try_the_exercise_only_we_can_.html?cat=3 http://www.bqf.org.uk/innovation/2013/07/15/quickly-assess-your-strengths-and-weaknesses/ Frey, Bruno S. & Osterloh, Margit: “Successful management by motivation http://hbr.org/2000/03/meeting-the-challenge-of-disruptive-change/ar/1 http://hbr.org/tip?date=012313 http://www.thoughtyoushouldseethis.com/post/15189657543/samuel-palmisanos-guiding-framework-for-ibm
  52. 52. Thank you for your interest. For further inspiration, feel welcome to visit http://frankcalberg.com/ Have a great day.
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