Measuring Intangible Assets

Here’s a paper i wrote on how companies might approach measuring their intangible assets ie those other than premises / plant and capital. Although it is a couple of years old it might serve as an introduction to the topic – comments are welcome

Measuring Intangible Assets

Executive Summery

This paper uses existing research on intangible assets and creates a generic framework that can be used for comparing other models. It defines intangible assets as including many definitions such as Human Capital and Intellectual Capital and focus’s them into three areas, Leveraging Internally / Leveraging Externally and Leveraging People and Knowledge. This approach is used to compare other bespoke models. The paper explores the reasons for and benefits of measuring intangibles before exploring four different methods.

 

  • The Italian Intellectual Capital Value method uses a bespoke method to define and measure assets.
  • The Swedish Intellectual Capital Rating method uses a tool box approach which is comparable to other companies.
  • The Technology Broker method attempts to measure the value of intangible assets on a financial basis
  • The Standard Accounting approach attempts to use agreed accounting methods to put a financial value on intangibles.

This paper provides an explanation and comparison of these tools as well as some example of their approach. Each tool is critiqued for its strengths and weakness and conclusions drawn. The paper then explores the options the organisation may need to consider in embarking on measuring intangibles before providing a basis for a best practice approach featuring a facilitated workshop that could be used within an organisation for exploring the themes.

The paper ends with a series of conclusions drawn from an analysis of the material.

 

 

 


 

The Challenges facing Middle Leaders

A report from Teaching Leaders the education based training provider identifies three challenges to what business would call middle managers in their report;

Challenges middle leaders face in raising achievement – Click to view the report 

TL Report

The three most challenging areas are

  • Stepping up to leadership
  • Managing team performance
  • Time management

Its interesting to see replicated in education the same issues that arise with new leaders in other organisations from call centres to retail. Whilst all organisations would like to perceive themselves as unique the issues they face are not and it would seem there is a growing recognition within the education sector that effective leadership at all levels will contribute to the success of students.

The paper suggests that the collegial nature of teaching makes stepping up to a senior position challenging. Whilst this may be true for teaching my own experience would suggest that the same is true in other organisations. I doubt that teaching is any more or less collegial that other roles and the amount of team building and team development i have been involved with over the years suggest that all organisations realise the value of effective personal and business relationships.

Leadership Delegates Focus on the Big Questions

Delegates in Leeds identify their top ten questions to learn more about helping their people to deliver their best. By focusing on their real time issues Great Training can help focus the learning to make a real difference to people’s performance and help immediate implementation back in the workplace. Would these be your questions?

  1. How do I stay consistent?
  2. How do I set standards and objectives?
  3. How do I gain respect?
  4. How do I stay approachable?
  5. How do I manage my time better?
  6. How do I learn to trust my people?
  7. How do I motivate staff?
  8. How do I delegate
  9. How do I build confidence?
  10. How do I stay focused
Delegate Comments;
I enjoyed it very much and can see the course being invaluable to me in my line of workJal Patel- Aqua

Very helpful for my job – I feel I will take a lot away Michele Campbell – Orsis UK Ltd

Enjoyed the course very much – best for a long time. Great trainer – Great knowledgeRachel Mearel – Irwell Valley Housing.

To view a copy of the objectives and content click on the link

Total Refrigeration review their Customer Service

For an easy print PDF handout of this post click on the link  Customer_Service

To view the content and approach of the day click on the link bellow  TF Overview Slides

Total Refrigeration

Understanding the emotional side of customers 

 Total Refrigeration the Manchester based market leaders in refrigeration services to the retail industry spend a day reviewing their customer service by getting inside the customers shoes and understanding the emotional states that drive their customers.

They undertook an activity to identify what excellent customer service looks like by using their own experience and recorded the descriptive words that they would use to describe it.

Excellent Service

Poor Service

Focused Can’t be bothered
Helpful Ignorant
Polite No compromise
Approachable Not interested
Knowledgeable Sarcasm
Happy / Smiling Evasive
Friendly Attitude and tone
Attentive Take to long to get back
Personal Consideration
Good greeting

 

The key points arising from this were;

  • People’s view of customer service is based on their own views and experiences
  • Those views on customer service were more emotional than rational
  • That getting the right product is not the differentiating factor it’s just expected
  • That any one can unwittingly project poor service approaches
  • That we need to be consciously competent of our own approach 

An output from the day was an identification of the different emotional states that customers may contact the company in. This enabled the group to segment their customers by the nature of their contact and better empathise with the customer’s requirements. The customer groups were called “me’s” reflecting the importance of seeing customers as individuals with specific needs.

 

As a starter they identified five customer groups and began discussions on what they could do to meet the customer’s needs. This enabled the group to share their experiences of best practice and examples of where they had helped customers. Some of these approaches reflected the positive customer comments received by the company.

 

Short Notice Me

  • Reaffirm the delivery terms and take internal steps to try and make the delivery earlier.
  • Ensure customer has the exact day of delivery so they can plan.
  • Plan courtesy call to ensure delivery has been made to customer’s satisfaction.

Emergency me

  • Ensure engineer attends next working day.
  • If possible engineer to attend same day.
  • Courtesy call from technical manager.
  • Follow up call from customer services.

I need information me

  • Ask questions and listen to understand the customer.
  • Direct to web site for more information / reference.
  • Summarise call and requirements.
  • Stay in contact for future business development.

Help me plan me

  • Ask questions and listen to define the customer’s requirements.
  • Provide advice and options to help them make decisions.
  • Discuss potential delivery dates and preparation.
  • Summarise information / link to website.
  • Explain after sales service.

I know what I want me

  • Identify options and extra services.
  • Take information quickly and accurately.
  • Call back for feedback / business development.

Other elements of the day included a review of customer feedback and internal research on how customers viewed the service the company offered.

The group also took part in a scenario activity to benchmark themselves with what they felt the best service they could offer would be. This included the question

“how good do you want to be?”

Also used as a reference was an example from Mike Peggs excellent book The Art of Encouragement that outlines the gymnastics gold winner Peter Vidmars approach to gaining the perfect 10

To get the perfect 10 an althlete must reach the Olympic standard and then gain extra marks through Risk / Originality and Virtuosity. From a customer service perspective an organisation must provide great products for the 9.4 but then excel in customer service by providing their own .2’s to wow their customers. The question is

“what are our .2’s that differentiate us from our competitors?”

 

 

Classic Readings on Motivation

If you’re interested in taking a broader view of motivation then take a look at these two articles. The first is the motivation classic from the HBR available on the net through this link

http://www.uiowa.edu/~lsahunni/173/Herzberg.pdf

The second gives a critique of the article and an overview of what the research may mean

http://okml.webs.com/Legal/HR/Motivate%20Employees%20Feb%2009.pdf

Neither of these articles are behind pay walls and are publicly available – enjoy!

 

Three Great Podcasts

Check out these great podcasts of interest to HP and Training Professionals   and enjoy a different point of view

 

 

 

Inclusive On Line Coaching for all Delegates

At Great Training we believe that the course is only the beginning of improvement and the real pay off is when the ideas have been implemented. To help our customers achieve the best from their investment we offer all our delegates a 30 minute virtual coaching session with their course tutor inclusive of the course fee within 4 weeks of their training course. The tutor will review the course content with the delegate and answer any further questions that have occurred to them since the event. They will also help the delegate think through specific course related issues that have arisen during the implementation phase. These sessions can be done on the phone or using video conferencing and act as an extra way of making implementation happen.

 

Henry V – Lessons in Leadership

Richard Olivier provides a great example of leadership from one of Shakespears best loved plays in this compelling book.

Henry_V_Review

 

A Compelling Template for Leadership and Business Change

Property Care working with Orginspire provide a compelling template for improving the effectiveness of your DLO through focusing attention on effective leadership practice

“the best and most thorough change process I have been involved in”

Ralph Middlemore, Property Director, SSHA

Click on the link bellow

Direct Labour Leadership Case Study


It is clear from the Property Care experience that many companies can increase their productivity through improving their culture through leadership and harness the skills and talents of their people. By initiating change to improve both leaderships skills and employee engagement companies can focus on spending time on the right things beyond their daily problems and make decisions that position themselves better for the future rather than just reacting to external pressures.

By ensuring all areas of the business are aware of performance both operationally and personally a clear approach to development and change can be undertaken. Key drivers are a broad understanding of the business challenges and a vision for how they will be met. In many cases utilising the nascent talents through a more focused approach will ensure the organisations energy is aimed in the right direction.

Orginspire and The Great Training Company work with organisations to help them get the best from their people at all levels. We aim to understand your business and your people to craft solutions that work for you and are sustainable for the future. We are proud of the work we do and aim to provide a legacy of knowledge that adds value in the long term.

For more information on how your organisation can benefit from this approach contact;

Andrew Semple

Managing Consultant

Org-Inspire People Development

07970 646895

Or type orginspire.com into Google

 


Lead your People through Change

At The Great Training Company we know that the real success of any process is dependant on the personal drive and engagement of employees to make the new approach work. This calls for leaders to understand their people’s personal position to the change and the approach they are to take to help implement it. Only with this knowledge can they truly communicate about what is happening and develop individual coaching strategies to help their people manage the process for them selves.

Our approach helps you develop an individual and personalised approach to help you Lead_ your _people_ through_ Change to find out more click on the link

This approach can be part of specific change process or be included in a wider Management Development intervention.

For more information on this and over know how contact

Andrew Semple at greattraining@btinternet.com or 07970646895

Visit us at orginspire.com

The Great Training Company is part of Orginspire People Development

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