Contact Pemateri: Kanaidi, SE., M.Si HP. 0812 2353 284, +62 878 2298 4716 Telp/Fax : +62 22-4267735 WA. : 0812 2353 284 Pin BB : 79D6107F e-mail : kanaidi963@gmail.com atau kanaidi@yahoo.com

1. Making the Business Case for
Managing Intellectual Capital
By : Kanaidi, SE., M.Si., cSAP
kanaidi963@gmail.com HP.08122353284

2. Intellectual Capital as the Basic Asset
of a Knowledge-Intensive Business
• "Intellectual capital is an intangible asset and
does not appear in the conventional financial
reports, so why bother with it?"
• Intellectual Capital (IC) is the most basic asset
of the knowledge organization, essential for
ensuring the sustainable success of an
organization and continuous growth of its
tangible financial capital.

3. A Quantitative Definition of
Intellectual Capital
Financial results are not the only factor in determining
the future success of an organization. They take into
account other important factors, such as:
• The skill and expertise of a company's human
resources.
• The extent and financing of its R&D investments.
• The efficiency of existing and potential work processes.
• A company's IT infrastructure and customer base.
Successful organizations invest in these things even
though they are not as tangible as some tactical plans
and projects.

4. Total Capital
Intellectual CapitalFinancial Capital
Human Capital Structural Capital Customer Capital
Structure of Intellectual Capital

10. The Skandia Navigator

11. Nourishing Intellectual Capital and
Creating The Knowledge Culture
• Managers who are traditionally preoccupied with short-term
financial results should ensure long-term prosperity by
increasing IC. The business case for paying attention to IC is
supported by numerous examples of successful companies and
quantitative research results.
• Knowledge management is about identifying and systematically
managing the IC of knowledge companies as their most
important asset.
• It is complicated to measure the value of IC. Some insights may
be gained by defining intellectual capital quantitatively as the
difference between the organization's book value and its market
value, and qualitatively as the sum of the knowledge and skills of
the individual employees and the organizational capabilities that
support employee productivity.

12. • More sophisticated methods for measuring IC, like Lev's, prove that
successful firms, especially companies in the high-tech sectors, but
also in traditional industry, are having a huge renaissance in IC. They
invest a lot of money, manpower, and management's attention in order
to achieve it.
• Managing and increasing IC begins with business strategy, from which
key success factors can be derived. For each key success factor,
several indicators should be defined to manage and measure the
performance. We can use one of the available methods, like Skandia
Navigator or the Balanced Scorecard, for systematic management of
these indicators in order to increase IC.
• Careful use of IC indicators could have helped to prevent or alleviate
some of the consequences of the two economic bubbles of the recent
decade.
• Successful use of the indicators to increase intellectual capital depends
on an organizational culture that supports knowledge management and
in which the indicators are known and understood. It is the manager's
role to foster this culture.

13. Any question?
Kanaidi, SE., M.Si., cSAP
Contact Us :
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
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Ω Problem StatementΩ Mapping Ω Strategic Direction ►►► Conclusion
13
Kanaidi, SE., M.Si (Trainer & Dosen, Penulis,
Peneliti, dan PeBisnis)
e-mail : kanaidi@yahoo.com atau
kanaidi963@gmail.com
Telp : 022-2005972
Fax : 022-4267735 HP. 0812 2353 284
Pin BBm : 79D6107F 087822984716
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