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The New Organizational Wealth: Managing and Measuring Knowledge-Based Assets (Hardcover)

by Sveiby (Author) "Shares in Microsoft, the world' largest computer software firm, changed hands at an average price of $70 during 1995 at a time when their so-called..." (more)

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Product details

Hardcover: 275 pages
Publisher: Berrett-Koehler (1 April 1997)
Language English
ISBN-10: 1576750140
ISBN-13: 978-1576750148
Product Dimensions: 23.4 x 17.3 x 2.3 cm

Average Customer Review: 5.0 out of 5 stars See all reviews (2 customer reviews)

Amazon.co.uk Sales Rank: 363,770 in Books (See Bestsellers in Books)
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#76 in Books > Business, Finance & Law > Management > Knowledge Management

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Product Description

Product Description
This study shows how some of the fastest-growing, most profitable companies are discovering that potentially limitless revenues can flow from their firm's intangible assets - the ability of employees, customers, and even suppliers to create new concepts, models, products and services.

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First Sentence
Shares in Microsoft, the world' largest computer software firm, changed hands at an average price of $70 during 1995 at a time when their so-called book value or equity was just $7. Read the first page

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1 of 1 people found the following review helpful:

5.0 out of 5 stars Great distilled thinking, well reasoned with many examples., 25 Mar 1998

By A Customer

Knowledge Focus Managers in some of the fastest growing and most proftable businesses focus on knowledge, see theie business from a knowledge perspective, and act as if there intangible assets are real. (p x) So many companies have intangibles exceeding the value of their tangible assets, eg Telstra 90% intangible. This can be tracked by the share price v book value. But what of the businesses that do not have a share price eg private businesses, public sector organisations etc. Intangible Assets Sveiby identifies three major classes of intangible assets:Employee competence, Internal structures, whereby competence may be transferred from employee to employee, and External structure, including goodwill, relationships with customers. Sveiby considers the management of the intangible assets critical in managing the business, where the intangible assets are significant. He suggests using indicators of movement over time, rather than absolute values of the intangibles. Suggested indicators are classified into three types:I ndicators of growth/renewal;Indicators of efficiency;Indicators of stability. Measurement of employee performance is split between the professionals (eg doctors, engineers, accountants), and the support staff. There is a continual blurring of this distinction. The real difference is the professionals are revenue generators, and the support staff are not. But the support staff do contribute significantly to the creation of value in the business through their impact on internal and external structures. Suggested indicators are provided for each type of intangible and for each indicator. To many to list. Read it and see. A few to tease you with: %big customers,age structure, devoted customer ratio, frequency of repeat orders) The arguments Sveiby uses are based on his observations, and logic that makes his conclusions all the more powerful.

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1 of 1 people found the following review helpful:

5.0 out of 5 stars An in-depth provocative exploration of intangible assets, 3 Nov 1997

By A Customer

Karl-Erik Sveiby is one of the foremost thinkers working in the field of intellectual capital. His hands-on experience in working with intangible asset creation lends insight and practical application to a profound new way of thinking about value. Anyone who is ready to welcome a new way of thinking about value and corporate performance measures will benefit greatly from reading this book. Verna Allee, author The Knowledge Evolution

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