By Nermien Al-Ali
Research the basics, practices and types of highbrow capital administration with this crucial source. supplying a business-oriented, severe assessment of the definitions, practices, instruments and versions which are on hand at the present time, its technique lets you comprehend and hold the state-of-the-art matters within the rising box of highbrow capital administration. * contains a diagnostic device for you to use to evaluate your place at the continuum of highbrow capital administration and leverage your aggressive virtue * presents lots of real-life examples and case experiences, together with Dow Chemical and American Skandia * bargains checklists for steps required for the 3 major tactics of highbrow capital administration: wisdom, innovation and highbrow estate administration . . . and extra!
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Extra resources for Comprehensive Intellectual Capital Management: Step-by-Step
53 How to manage IC to achieve a competitive advantage is the mission of strategic management in the knowledge economy. The main question is: What are the core competencies that an organization should develop to effectively manage IC for maximum value? Therefore, the dynamics of competitive performance in the knowledge economy are IC enabled. An organization’s ability to compete is now dependent on how well top management identifies, manages, and leverages the organization’s IC. In particular, it depends on one or more of the following competencies: • Speed with which the organization can acquire and apply knowledge (knowledge management) 22 INTELLECTUAL CAPITAL MANAGEMENT • Ability to anticipate change in the market and respond to it (innovation management) • Ability and speed to protect and leverage intellectual capital (IPM) • Ability to assess the organization’s values and culture, and to adopt the culture that supports and fosters effective knowledge, innovation, and IP creation and management • Ability to coordinate, oversee, and synchronize organization-wide practices and programs related to all of the above through strategic alignment (CICM).
S. Patent Law, February 20, 1999, p. 13. 43 Comment made in presentation by David Snowden at the Intellectual Capital Congress, McMaster University, Canada, January 17, 2002. 44 See A. Hargadon and R. Sutton, “Building An Innovation Factory,” 78 Harvard Business Review 157, 2000, p. 162. 45 One of the leading global companies with over 60,000 products, $15 billion in annual sales, and operating in 60 countries, 3M is known for its high innovativeness with more than 30 percent of its products being introduced in the last four years.
Downsizing and cost cutting in many operations, as well as top management promotion of knowledge sharing, did not help. ” BP innovated and implemented a number of programs on the operational level designed to make knowledge sharing the job of every employee and division, realizing great profits. 55 In one instance, BP showed a saving of $50 million just by transferring best practices on how to drill new sites. Knowledge management in BP moved from being a mere program or philosophy to a core competence that translated into a formidable competitive advantage.