Transcript Measuring intellectual Capital

ทุนทางปัญญา
Intellectual Capital
KM 743
INTELLECTUAL CAPITAL
ผศ.ดร.ปิ ติพงษ์ ยอดมงคล
Asst. Prof Dr. Pitipong Yodmongkol
วิทยาลัยศิลปะ สื่อ และเทคโนโลยี มหาวิทยาลัยเชียงใหม่
College of Arts Media and Technology, Chiang Mai University
IC Roots
Human capital & Structural capital were launched
SKANDIA Model & Report
Intangible Assets Monitors (Sveiby 1997)
1. Individual Competencies
–
skills, education, experience, attitude
2. Internal Structure
–
patent, concept, model, system, IT network
3. External Structure
–
Relationship with customers and suppliers, brand names,
trademarks, image
Skandia & Intellectual Capital
• During the1980s, Skandia found that it’s competitive advantages
and profit came from “New Factors” (individual talent, synergistic
market relationships, and the ability to manage the flow of
competence) more than “old factors” (buildings, equipment,
inventories)
• Skandia realized that “if we can access and manage the new factors,
we can discover the way to sustain our competitive advantages”
(Edvinsson & Malone, 1997). But how?
• 1991 Leif Edvinsson was appointed by Skandia as the world’s first
director of Intellectual Capital.
Skandia & Intellectual Capital
• Leif Edvinsson was assigned to develop manage and measure
Skandia’s IC and make an IC report.
• Three fundamental (Skandia)
1. Intellectual Capital is supplementary, not subordinate,
information to financial information
2. Intellectual Capital is non-financial capital, and represents the
hidden gap between market value and book value.
3. Intellectual Capital is a debt issue, not an asset issue.
Edvinsson defined Intellectual Capital as:
“Intellectual Capital is the possession of the knowledge, applied
experience, organizational technology, customer relationships and
professional skills that provide Skandia with a competitive edge in the
market.”
Skandia & Intellectual Capital
• How to grow and develop intangibles?
– Identify intangible: the list of more that 50 items that valuable for company.
– The 50 items were reduced to two items.
– Human Capital + Structural Capital = IC for Skandia
•
•
Human Capital. The combined knowledge, skill, innovativeness, and ability
of the company’s individual employees to meet the task at hand. It also
includes the company’s values, culture and philosophy. Human capital
cannot be owned by the company.
Structural Capital. The hardware, software, databases, organizational
structure, patents, trademarks, and everything else of organizational
capability that supports those employees’ productivity – in a word,
everything left at the office when the employees go home.
–
Structural capital also includes customer capital, the relationships developed with key
customers. Unlike human capital, structural capital can be owned and thereby traded.
IC: Skandia model
IC: Skandia model
•The model illustrates the major building
blocks of intellectual capital and builds on
a reduction approach.
• This approach starts with the stock
market value and deducts the financial
capital. This leaves intellectual capital as
the balancing item.
IC: Skandia model
the two building blocks of human capital
and structural capital.
•Deducting the value of the human capital from
the intellectual capital leaves structural capital
as the balancing item.
•Within structural capital, the major component
left behind when the employees go home is
customer capital.
IC: Skandia model
• Within organizational capital the
value of processes could be extracted
leaving innovation capital as the
balancing value.
• Within the innovation capital it is
possible to identify the value of
intellectual properties such as patents,
trade marks, etc. and leaves intangible
assets as the balancing value.
Scandia Model
The IC Distinction Tree
Market
Value
Financial
Capital
Intellectual
Capital
Not Think
Think
•Competence
•Attitude
•Intelligence Agility
External
Create for
tomorrow
Human
Capital
•Relationship
•Organization
•Renewal &
Development
Structural
Capital
Customer
Capital
Organisational
Capital
Innovation
Capital
Intellectual
Property
Intangible
Assets
Process
Capital
Internal
Some of
Know How
(today)
Skandia & Intellectual Capital
• Spring 1993, Skandia published its first (internal) Intellectual Capital
Report, in which the hidden capital was revealed.
• 1995 Skandia published Visualizing Intellectual Capital, (Edvinsson
received more than 500 requests to put together IC-reports from all
over the world).
• 1998 Skandia published Human Capital in Transformation,
(Edvinsson received five times higher of the requests for IC report
from all over the world).
1.
2.
3.
4.
Human Focus: consists of the competence and capabilities of employees and the
commitment of the company to keep these skills updated.
Customer Focus: consists of the quality of the external relationships and the commitment of
the company to maintain these relationships.
Process Focus: indicates the efficiency of the work processes and the commitment of the
company to improve the quality of these processes.
Innovation Focus: indicates how well a company is preparing itself for the future.
Skandia Navigator
How to measure IC?
Each focus area is translated into a series of indicators.
Reporting with numbers makes information more tangible and dynamic.
Skandia Navigator
• Edvinsson is the development of a universal instrument for the
measurement of intellectual capital
– he was able to bridge the gap between theory and practice.
– his experience at Skandia made the concept more robust and better applicable in
practice.
– He identify a set of indicators that can be used by all organizations and recognize
that all organizations need an additional set of specific indicators.
– Later; Edvinsson presents an inventory of 111 indicators which are applicable to
all organizations.
Intellectual Capital
• The IC literatures draw on the aspects of the resource-based
perspective, the practical application and a pragmatic approach that
provides a basis for practical managerial tools and methodologies to
an organization
(Bontis, 1996, Roos et al., 1997, Bontis et al., 1999, & Petty & Guthrie 2000).
• The IC is extremely flexible and context specific. It also provides a
holistic picture and allows an organization to address the issues
surrounding the true drivers of value creation.
โครงสร้างมาตราฐาน IC
IC STANDARD
An emerging standard
• First generation of IC: developing many
different models and methods
• Second generation: trying to bring them
together in one single model
Many different
Model & Method
IC Standard
An emerging standard
• Although each author uses its own denotations, the different subsets
make similar distinctions. More and more, these three sub classes
are referred to as human capital, structural capital, and relational
capital
(Bontis, 2002; CEC, 2006).
• Human Capital: This first class represents anything related to the
people within the organization, the employees, their tacit knowledge,
skills, experience and attitude.
• Structural Capital: This second class represents the “tangible”
intangibles. Everything of value that stays behind, after the
employees have left the organization, like codified knowledge,
procedures, processes, goodwill, patents, and culture.
• Relational Capital: This third class represents the relationship with
customers, suppliers and other external stakeholders. The value of
customer capital is mainly determined by the extent to which an
organization is able to maintain confidence in its reputation.
IC Standard
Intellectual
Capital
Human
Capital
Structural
Capital
Relational
Capital
Intellectual Capital
HUMAN CAPITAL
Human capital
• Human capital is defined as the collective capabilities of employees.
(ความรู ้ ความสามารถ ทัศนะคติ ความเฉลียวฉลาด คล่องแคล่วว่องไว)
• This asset includes experience, skills, and know-how of the
employees.
• สิ นทรัพย์ทางปัญญาเหล่านี้จะสร้างคุณค่าให้กบั องค์กร
(Roos et al, 1997& Edvinsson, 1996)
Human Capital
Competence
Knowledge
Motivation
Skill
Agility
Attitude
Behavior
Conduct
Innovation
Packaging
Imitation
Adaptation
Human Capital
• Competency
– KNOWLEDGE
– SKILL
Human Capital
• Attitude
– Motivation
– Conduct
– Behavior
Human Capital
• Agility
– Innovation
– Imitation
– Adaptation
– Packaging
Human capital: labor categories
STRUCTURAL CAPITAL
Structural Capital
Structural capital is defined as infrastructure that organizations
develop to commercialize their human capital. It includes both direct
and indirect support, and physical and intangible elements
(Edvinsson & Sullivan 1996)
Example:
– Best Practice ขององค์กร
– สูตร
– ระบบฐานข้อมูล
– ลิขสิ ทธ์, สิ ทธิบตั ร
– Brand Logo
– etc., that result from the process or systems the firm has created over
time. it does not reside in the heads of the employees but remains with
the organization even when they leave.
Structural Capital
Organizational capital
Organizational capital (internal). Organizational capital refers to
infrastructure, processes, and culture. It consists of innovation and
process capitals.
Process capital is the sum of a company’s know-how. Innovation
capital includes intangible assets and intellectual property which is
the source of renewal for the company.
Process capital & Intellectual property
• The process capital is perhaps the most encompassing box of the
model. It consists of all internal processes (recruiting process,
marketing process etc.) models (project models etc.), IT systems
and documentation.
• The intellectual properties made up of patents, licenses, trademarks
etc. Some would say that this is the most refined part of the
structural capital, as there could be a market for this and it can be
bought and sold. This could provide the company with a temporary
monopoly and give the company outstanding performance over a
period of time.
RELATIONAL CAPITAL
Relational capital
Relational capital : the relationship between organization and its
stakeholders and the set of process and relationship that initiate the
competitive advantage for the organization
(McElroy 2001)
Inside Org.
• Divisions
• Departments
• Colleagues
• Groups
Outside Org.
• ลูกค้า
• Business Partners
• ชุมชน
• Suppliers
• รัฐ
Relational capital
the relational, or external structural capital. This consists of a
company’s external relations:
(1) Their network: suppliers, distributors, lobby organizations etc.
When considering a company’s network it is important to look at
issues like
(1)
(2)
(3)
Does the company have all the contacts needed for the organization?
Are these networks being utilized in the best possible way?
Does the network give access to competence, finances, media coverage, etc.?
(2) The brand. Is the company well known? Does the target group have
great confidence in the company? Does the market perceive the
company as having a significant competitive advantage in their
brand.
Customer capital
Customer capital is defined as value of relationships that a firm
builds with its customers, and which is reflected in their loyalty to the
firm and/or its products.
This is in essence where your money is made, and it is one of the
most important sources of competitive advantage.
– How the customers perceive you therefore become very important: Do they see
you as a strategic supplier? A partner?
– Are they loyal and in it for the long term?
– Do you have a close relationship with them?
The more you know about your customers and the closer you are to
them, the more difficult it will be for them to switch
Customer capital : system theory
IC: Value Creation,
interaction between the different classes of intangibles
Pike, Fernstrom & Roos, 2005
The flows of Company Intellectual Capital
Intellectual capital
Financial
capital
Human
capital
Structural
capital
Systematic Approach
Relational
capital
THANK YOU