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Part # 1: Digital capital. …

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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  • 1. Capital
  • 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. Part # 1 Digital capital
  • 4. Tangible digital assets  Servers.  Routers.  Online-purchasing platforms.  Basic Internet software.
  • 5. Intangible digital assets  Designs that engage users.  Analytic competencies.  Revenue models that monetize digital activity.
  • 6. Inspiration on technological changes
  • 7. Part # 2 Physical / manufactured capital
  • 8. Manufactured capital - examples  Buildings.  Machines.  Tools.  Other equipment.  Infrastructure, for example roads, ports, and bridges.
  • 9. Some sources$FILE /EY_'Capital'%20in%20Integrated%20Reporting%20April%202013.pdf
  • 10. Part # 3 Financial capital
  • 11. Forms of financial capital  Equity, i.e. money from owners.  Debt, i.e. money from lenders.
  • 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.[1].pdf
  • 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.
  • 14. Although companies' percentage of intangible assets, for example research & development, has increased, accounting rules have not kept pace.
  • 15. Further inspiration
  • 16. Part # 4 Human capital
  • 17. A Professional competencies
  • 18. What do you do well? What will you let other people do? Example:
  • 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.
  • 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. Human capital can be increased by investing in education and health care.
  • 22. B Knowledge of your values
  • 23. Questions to discover your values
  • 24. C Knowledge of your personality
  • 25. Inspiration about personality
  • 26. D Knowledge of your learning style
  • 27. Inspiration about learning strategies
  • 28. E Knowledge of what motivates you
  • 29. Tips to increase motivation
  • 30. F Self confidence
  • 31. Tips to help you improve your self confidence
  • 32. Part # 5 Social / cultural capital
  • 33. Aspects of social / cultural capital  Shared values and behaviour.  Relationships, for example with customers, suppliers, and other business partners.  Communities.$FILE/ EY_'Capital'%20in%20Integrated%20Reporting%20April%202013.pdf
  • 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.
  • 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.
  • 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. 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. Further inspiration
  • 39. Part # 6 Natural capital
  • 40. Aspects of natural capital  Air and water.  Land and forests.  Materials, minerals, energy.  Biodiversity and ecosystem health.$FILE/ EY_'Capital'%20in%20Integrated%20Reporting%20April%202013.pdf
  • 41. Environmental changes
  • 42. Part # 7 Questions to find and improve your strengths
  • 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. 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.
  • 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. Core competence characteristics Scarce Valuable for people Not easily substituted Transferable Difficult to copy
  • 47. How difficult would it be for others to copy and/or substitute what you do and have done?
  • 48. How can you improve your biggest strengths?
  • 49. The strategic sweet spot
  • 50. Internal strengths External opportunities External threats Make the most of these Internal weaknesses
  • 51. Some sources of inspiration Frey, Bruno S. & Osterloh, Margit: “Successful management by motivation
  • 52. Thank you for your interest. For further inspiration, feel welcome to visit Have a great day.