Recognizing a Firm’s Intellectual Assets Chapter 4 Recognizing a Firm’s Intellectual Assets

Topics Why should we care about knowledge management? Attracting, developing and retaining human capital. Social capital Using technology to leverage human capital

Ratio of Market Value to Book Value for Selected Companies Annual Market Book Ratio of Sales Value Value Market to Company ($ billions) ($ billions) ($ billions) Book Value eBay 1.2 30.8 3.9 7.9 Microsoft 28.4 254.1 58.3 4.4 Intel 26.8 142.1 35.4 4.0 General Motors Corp. 182.1 20.0 9.4 2.1 Nucor (Steel) 4.8 3.9 2.3 1.7 J. C. Penney 32.3 5.0 6.4 .78 Note: The data on market valuations are as of June 16, 2003. All other financial data is based on the most recently available balance sheets and income statements.

Definitions Intellectual capital = Market value of the firm – Book Human capital (individual capabilities, knowledge, skills, and experience of the company’s employees and managers) Social capital (the network of relationships that individuals have throughout the organization) Knowledge Explicit knowledge Tacit knowledge

The Central Role of Leveraging Human Capital in Strategy Formulation Leveraging human capital and business-level strategy (Chapter 5) Sustainable over time Integrate primary and support activities in the firm’s value chain Leveraging human capital and corporate-level strategy (Chapter 6) Manage businesses to create synergy Create more value by working together across business units

The Central Role of Leveraging Human Capital in Strategy Formulation Leveraging human capital and international-level strategy (Chapter 7) Achieve economies of scale Adapt to local market needs Facilitate the flow of information and knowledge between business units in different countries

The Central Role of Leveraging Human Capital in Strategy Formulation Leveraging human capital and internet strategies (Chapter 8) Create competitive advantages through digital and Internet-based technologies Lower costs Enhance customer service Improve performance

Human Capital: The Foundation of Intellectual Capital

Attracting Human Capital Hire for attitude, train for skill Emphasis on General knowledge and experience Social skills Values Beliefs Attitudes

Attracting Human Capital Challenge is finding the right job candidates, not the greatest number of them Networking Current employees may be best source of new ones Incentives for referrals

Attracting Human Capital Checklist Recruiting “Top-Notch” Human Capital Does the organization assess attitude and “general make-up” instead of focusing primarily on skills and background in selecting employees at all levels? How important is creativity and problem solving ability? Are they properly considered in hiring decisions? Do people throughout the organization engage in effective networking activities to obtain a broad pool of worthy potential employees? Is the organization creative in such endeavors?

Developing Human Capital Encourage widespread involvement in training and development Training is not the sole responsibility of the human resource department Rapid changes in technology Employee skills become obsolete Training is cost effective Monitor progress and track development

Developing Human Capital Evaluate human capital Employees must share knowledge and work together, collectively, to reach organizational goals

Developing Human Capital Checklist Enhancing Human Capital through Employee Development Does the development and training process inculcate an “organizationwide” perspective? Is there widespread involvement—including top executives—in the preparation and delivery of training and development programs? Is the development of human capital effectively tracked and monitored? Are there effective programs for succession at all levels of the organization—especially the top-most levels? Does the firm effectively evaluate its human capital? Is a 360-degree evaluation used? Why? Why not? Are mechanisms in place to assure that a manager’s success does not come at the cost of compromising the organization’s core values?

Retaining Human Capital Provide mechanisms that prevent the transfer of valuable and sensitive information outside the organization Identify with organization’s mission and values Strong alliance to organization (strategic intents) Challenging work and stimulating environment

Retaining Human Capital Financial and Nonfinancial Rewards and Incentives Rewards are a vital organizational control mechanism However, money may not be the most important reason why people take or leave jobs Exodus of employees can erode a firm’s competitive advantage

Retaining Human Capital Checklist Retaining the Best Employees Are there appropriate financial rewards to motivate employees at all levels? Do people throughout the organization strongly identify with the organization’s mission? Are employees provided a stimulating and challenging work environment that fosters professional growth? Are valued amenities provided (e.g., flextime, child-care facilities, telecommuting) that are appropriate given the organization’s mission, strategy, and how work is accomplished? Is the organization continually devising strategies and mechanisms to retain top performers?

The Vital Role of Social Capital Attraction, development and retention of talent is a necessary but not sufficient condition for creating competitive advantage It is not the stock of resources owned, but the extent to which human capital is combined and leveraged

How Social Capital Helps Attract and Retain Talent Hiring via personal (social) networks Some job candidates may bring other talent with them Can provide mechanism for obtaining resources and information from outside the organization

Creating Value Through Human Capital, Social Capital, and Technology Are there positive personal and professional relationships among employees? Is the organization benefiting (or being penalized) by hiring (or by voluntary turnover) en masse? Does an environment of caring and encouragement rather than competition enhance team performance? Does the organization minimize the adverse effects of excessive social capital—such as excessive costs and “groupthink”?

The Potential Downside of Social Capital Groupthink Costly to develop

Using Technology to Leverage Human Capital and Knowledge Sharing knowledge and information Conserves resources Develops products and services Creates new opportunities Technology can leverage human capital and knowledge Within the organization With customers With suppliers

Using Technology to Leverage Human Capital and Knowledge Using Networks Using networks to share information and develop products and services E-mail Virtual teams Enhance speed and effectiveness with which products are developed

Using Technology to Leverage Human Capital and Knowledge Using Networks Codifying knowledge for competitive advantage Tacit knowledge Personal experience Shared only with the consent and participation of the individual Explicit (codified) knowledge Can be documented Can be widely distributed Can be easily replicated Can be reused many times at low cost Codifying Knowledge

Using Technology to Leverage Human Capital and Knowledge Using Networks Retaining knowledge when employees leave Information technology can save some tacit knowledge Need to create motivation for people to contribute their knowledge to the system Codifying Knowledge Retaining Knowledge

Use of Technology Checklist Does the organization effectively use technology to transfer best practices across the organization? Does the organization use technology to leverage both human capital and knowledge both within the boundaries of the organization as well as among its suppliers and customers? Has the organization used technologies such as e-mail and networks to develop products and services? Has the organization effectively used technology to codify knowledge for competitive advantage? Does the organization try to retain some of the knowledge of employees when they decide to leave the firm?