Intangible Risk Management

Estimate how knowledge risk, collaboration risk, process-engagement risk, and time risk impact cost wastage, time wastage, service, satisfaction, retention, brand, reputation, productivity, and shareholder value.  Determine and map, in cause-and-effect sequences, a wide range of intangible risks related to core value creation, productivity, and shareholder value creation as they relate to customers, employees, executives, managers, and investors.  
 

Service Productivity

The fastest and easiest way to grow value by delighting customers and employees, creating loyalty and high performance teams is to visually map and highlight where service, satisfaction, retention, productivity, and engagement can be improved by better managing intangible transactions and intangible risks . Service productivity is an intangible risk management technique that professionals who have undertaken the three levels of Intangible Intelligence Certification can apply.    

“Improving the productivity of knowledge workers through technology, training, and organizational change will be the major boardroom challenge of the next 15 years.”  Foresight 2020, 2006, The Economist Intelligence Unit Report's analysis of 1,656 senior executives from all industries.
 

Cultural Transformation

Intangible intelligence creates new (1) leadership capabilities, (2) strategies, (3) programs, (4) values and (5) behaviours to maximize core value creation through new visual mapping and analysis . Intangible intelligence removes stressful activities (best practice gaps) and streamlines and simplifies sustainable cultural value.  Substantial intangible risks exist within organizations that do not manage knowledge risk, collaboration risk, process-engagement risk, and time risk as it relates to the unwritten and written rules of organizational conduct.  By mapping intangible transactions in cause-and-effect chains and highlighting cultural risk impacts you will be able to see how your culture is positively and negatively impacting costs, productivity, sustainability, service, satisfaction, engagement, retention, growth, and shareholder value.    

Supply Chain Transformation

Improving the availability of goods and services for your customers, simplifying processes, reducing costs, increasing effectiveness, and reducing risk is maximized by strategically managing the impact of knowledge, collaboration, engagement, and cycle-time on the supply chain.  Failure to manage how the supply chain is used, and could be used, in practice destroys shareholder value, wastes time and costs, creates risks, and disengages staff, customers, and suppliers.  Substantial intangible risks exist within supply chains.  These risks are generally disregarded by management and are a major reason why supply chain problems exist.  Those qualified in ii301 Intangible Intelligence Certification can apply intangible risk management to affect supply chain transformation.

“The fastest way to reduce cost wastage, time wastage, risks, and productivity losses is to increase intangible effectiveness.” – Ken Standfield, author of Intangible Risk Standards.

Strategic Protection Strategy

Strategic protection strategy keeps your margins and growth higher and your costs and risks lower than your competitors by creating intangible barriers to entry which make it substantially harder for competitors to imitate, replicate, and implement your profitable strategies   This is achieved by analyzing and visually mapping the effectiveness, quality, and productivity of intangibles to show how inefficient and ineffective knowledge, collaboration, engagement, and time assets cause time and cost wastage, customer and employee dissatisfaction, turnover, productivity losses, and avoidable risks.  By better managing intangible risks and improving intangible quality, you substantially reduce, and often eliminate, these wastages (including intangible risks) in unique ways which cannot be readily detected by the competition. Strategic protection strategy keeps your margins and growth higher and your costs and risks lower than your competitors.  

“Competitive intangibles are therefore the source of all value creation.  Competitive intangibles cannot be owned by organizations, but can only be influenced; it is this fundamental lack of ownership that causes accounting to be blind to intangibles.” – Intangible Finance Standards: Advances in Fundamental Analysis and Technical Analysis, Standfield, 2005.

Organizational Memory Embedding  

Each time employees move jobs, are promoted, go on leave, retire, or are retrenched valuable corporate memory is lost.  Losses of organizational memory results in wasted costs, increased risk, decreased productivity, reduced customer service, satisfaction, and retention; and dilute brand value, reputation, image, and shareholder value.  Substantial operational risks occur when employees do not have the skills or knowledge required to perform specific tasks (due to employees leaving and taking key knowledge and experience with them).  Those qualified in ii301 Intangible Intelligence Certification can apply intangible risk management to apply software to effect operational memory embedding as a method of reducing these intangible risks.

“By the year 2010, as many as 60 percent of experienced managers will retire from the oil and gas industry” -- Oil and Gas Journal

Cost Quality Analysis

Estimate how $1 of costs is impacting productivity.  Determine a more accurate return on investment by understanding how intangible (non-financial) transactions determine value creation.    Those qualified in ii301 Intangible Intelligence Certification can apply intangible risk management to estimate cost quality impacts.  

Research & Reports

Intangible transactions obey different laws, have different characteristics, and need to be managed differently to financial transactions.  With over a decade of thought leading expertise we can assist you cut through the haze and get to the heart of intangible value quickly, easily, and expertly.  We can create research reports, management reports, research, and other reports to help you solve issues and create new thinking around intangible value and its impact on financial value, service, satisfaction, engagement, retention, productivity, risk, cost effectiveness, brand, image, shareholder value, and reputation.  
 

Just-In-Time (JIT) Knowledge Management and Knowledge Reengineering services.

Just as JIT (just-in-time) revolutionized manufacturing, it is doing the same to Service Industries with JIT Knowledge Management (JIT KM).  JIT KM decrease learning time by 50% and upgrades conventional knowledge management systems to just-in-time knowledge management systems where knowledge is it is needed.  This moves organizational systems from "Just-in-Case KM" to "just-in-time KM").  

 Professionals certified in Intangible Intelligence apply JIT KM to reduce intangible risks in accordance with international intangible standards.  
 

Operational brand value assessment

Determine the effectiveness of business development, customer service, employee engagement, customer satisfaction, reputation, and image by mapping how non-financial transactions through Intangible Intelligence methods. 

 

Productivity performance improvement analysis

Gain a valuable competitive and strategic edge by financially estimating the performance improvements in productivity when best practice gaps and intangible risks are removed from activities related to knowledge, collaboration, process-engagement, and time quality as they impact customers, employees, executives, managers, and investors.  

 

Intangible financial reporting, knowledge valuation, collaboration valuation, process ineffectiveness valuation.

Financially estimate how knowledge, collaboration, process-engagement, and time quality as they impact customers, employees, executives, managers, and investors creates financial performance and cost allocations.  Report this in internal management reports so that your organization can improve service, satisfaction, reputation, image, brand, productivity, retention, engagement, cost effectiveness, productivity, and shareholder value whilst reducing risks.