Using an intellectual compass

摘要

If you have conquered Everest, been lost in space, taken an unsavoury train journey and looked at the health of a tree, then you have been with Jon Maddocks and Mark Beaney on their exploration of the new corporate capital. In previous articles we have used various analogies to demonstrate the importance of managing Intellectual Capital. It holds the key to unlocking the future potential of your business. But how do you start to do this? It is really no different to any strategic planning exercise, in that it will invariably start with the analysis. Identify where you are, and where you want to be and see how Intellectual Capital can bridge this gap for you. This is, however, one of the key challenges for managers. We have discussed the three principal elements of Intellectual Capital, human, customer and structural capital that make up a business and how they must all be aligned to the business strategy to determine success. Taking this further we believe that all these elements are part of a wider web that a business interacts in. it may therefore be necessary to consider stakeholder rather than just customer capital. Those who will derive the greatest value will be those organisations that can truly exploit the whole value within this ever-expanding web rather than just exist within it.