智力资本最佳实践EINSTEIN IN THE BOARDROOM: MOVING BEYOND INTELLECTUAL CAPITAL TO I-STUFF 下载 pdf 电子版 epub 免费 txt 2025

How do you put a dollar value on the intangible? In today's knowledge-based economy, intangible capital, humancapital, intellectual assets, and intellectual property are critically important to the bottom line. However, traditional management, accounting, and budgeting processes are ill-equipped to set values on ideas, skills, and people. These managers must begin to think and act like Einstein by creating, and ultimately extracting, value from innovation.

A follow-up to the innovative and bestselling Edison in the Boardroom, which focuses primarily on intellectual property, Einstein in the Boardroom takes this groundbreaking concept one step further by focusing on the commercialization of "non-IP" intangibles. Working through the Value Continuumframework, Einstein in the Boardroom sheds new light on the evolving discipline of intangibles management by featuring dozens of case studies that illustrate how today's leading companies—including The Boeing Company, Eli Lilly and Company, Hewlett-Packard Company, The Procter & Gamble Company, Thomson, Visa International, and many others—are successfully implementing the strategy of extracting value from knowledge and know-how, first introduced by Edison, within their own companies, and how they are now taking it to the next level.

Encapsulating multidisciplinary ideas and best practices about intangibles developed by practitioners in the legal, knowledge, financial, R&D, human resources, measurement and reporting, economics, social, and environmental communities, Einstein in the Boardroom presents concrete methods, processes, and frameworks to help any firm manage and profit from its intangible assets.

Acknowledgments

Authors' Foreword

1 INTRODUCTION: THE EINSTEIN LEGACY

Intangibles in the Einstein Context

What Are Intangibles?

How Intangibles Differ from Tangibles

Perspectives on Intangibles

The Impact of Intangibles on Organizations

Some Outcomes of the Rising Importance of Intangibles

Why Manage the Organization's Intangibles?

Einstein in the Boardroom

2 THE EINSTEIN VALUE CONTINUUM

The Difference between I-Stuff and IP

I-Stuff Management Thought Leaders

I-Stuff Management Activities

The Einstein Value Continuum

3 BUILDING THE PORTFOLIO OF I-STUFF

What Building Path Companies Are Trying to Accomplish

Best Practices for the Building Path

Conclusions: Beyond Building

4 LEVERAGING THE PORTFOLIO OF l-STUFF

What Companies on the Leveraging Path Are Trying to Accomplish

How Companies Leverage Their I-Stuff

Best Practices for the Leveraging Path

Developing a brand management capability

Developing a corporate brand

Extracting value from the brand

Conclusion: Beyond Leveraging

5 Integrating the Portfolio of I-Stuff

What Integrating Stripe Companies Are Trying to Accomplish

I-Stuff Strategies

Managing across Organizational Boundaries

Measuring the Value of Intangibles

Best Practices for the Integrating Stripe

Conclusion: Beyond Integrating

6 Sustaining the Corporation through I-Stuff

What Is Sustainability?

The Characteristics of Sustainable Corporations

Why Are Stakeholders Important?

Sustainability and I-stuff Reporting

What Sustaining Stripe Companies Are Trying to Accomplish

Best Practices for the “Sustaining” Stripe

Conclusion: Beyond Sustainability

7 Proctor & Gamble Progressing Beyond IP

Changing a Corporate Culture

The Promise of Intellectual Assets

Moving the Technology Forward

“Connect and Develop”

Mining Know How

Reliability Engineering

The Value of Employees

Appendix

A: How Countries and Regions are Helping Their Companies Create Value from Intellectual Capital

Introduction

Consequences of the Knowledge-Based Economy

The Role for Regions and Countries

Snapshots of Some Countries that Have Invested in ICM

Future Roles for Governments

Appendix B: The I-Stuff Value Matrix

Defensive Value

Offensive Value

Revenue-Generating Value

Cost-Avoidance Value

Strategic Positioning Value

Appendix C: Updating the Concept of Complementary Business Assets

A Decade of Working with CBAs

Ideas Alone Are Not Enough

Conclusions

Appendix D: Updating the Concept of a Business Model

Introduction

The Academic Literature

The Business Literature

The ICM Gathering View

Business Models—A Working Definition

A Business Model Engine

Creating a Business Model

Business Model Implications for I-Stuff

Appendix E: New Concepts in Measuring Value

The Inherent Limitations of Traditional Accounting Measurement

Innovations in Value and Performance Measurement

Measurement Concepts

Measurement Criteria

Appendix F: Creating an I-Stuff Strategy

Step One: Create A Statement of Mission

Step Two: What Is A Strategic Vision?

Step Three: Outline the Corporate Business Strategy

Step Four: Identify the kinds of value the Organization’s I-stuff can Provide

Step Five: Outline, discuss, and finalize the Organization’s I-stuff Strategy

Index

SUZANNE S. HARRISON is a cofounder of ICMG, LLC, and facilitator of the ICM Gathering and the IP Forum. She is the coauthor of the bestselling Edison in the Boardroom, as well a contributor to The LESI Guide to Licensing Best Practices, Technology Licensi

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书籍介绍

Capitalize on Your Company's Intangible Assets...

*"Einstein in the Boardroom makes a great sequel to Edison in the Boardroom. Those readers who found the examples and war stories of Edison to be useful in their own IP-management activities will find the same qualities in Einstein. This resource will help anyone in the intangibles management community who seeks to go beyond intellectual property and understand and capitalize on the full range of a firm's intellectual capital."--Julie Davis, coauthor, Edison in the Boardroom "Harrison and Sullivan continue to elevate understanding of the value of intellectual assets and, more importantly, provide a 'clinic' on the practical steps necessary to turn theory into bottom-line results."--Jeff Weedman, Vice President, External Business Development The Procter & Gamble Company "Einstein in the Boardroom is a valuable guide for business managers considering how to leverage intangible assets for profit."--Joe Beyers, Vice President, Intellectual Property Licensing, Hewlett-Packard Company "Going deeper into value creation for companies, Einstein in the Boardroom describes new ways to extract value from 'I-stuff' on knowledge, a tremendous asset that is too rarely exploited and could be leveraged by all readers of this great book."--Beatrix de Russe, Executive Vice President, Licensing and Intellectual Property, Thomson "Einstein in the Boardroom is a must-read for CEOs, CFOs, and board chairs facing the financial governance issues of share price, wealth creation, and value realization. When today's financial management systems may only deal with 20 percent of the value of the firm, Harrison and Sullivan offer a look at what a company can do to successfully create and extract value from the 'other' 80 percent, and they show you how other companies have done it!"--Bill Swirsky, Vice President, Knowledge Development The Canadian Institute of Chartered Accountants "Identifying, managing, and leveraging knowledge and intangible assets has enabled Cargill to differentiate itself from its competitors and increase its profitability. Harrison and Sullivan provide a clear perspective on how intangible assets fit within the corporate landscape and how to manage them to increase value for the organization."--Harry J. Gwinnell, Vice President and Chief IP Counsel, Cargill

• 作者：Cesárea 发布时间：2022-09-20 23:14:45

  哈吉·穆拉特

• 作者：韧勉 发布时间：2022-11-07 21:21:42

  每一日一首对应时节的古诗、一个民俗趣味掌故、一副风趣民俗水墨，从注文到原图，篇篇出自民俗文化研究名家之手，弘扬传统文化，精粹民族精神艺术瑰宝，值得细细体味其中神韵。

• 作者：Coco 发布时间：2023-11-02 01:58:08

  夜不能寐，爬起来把剩下的一点点读完了，很不错。这本书例子很少、理论很多，信息密度很高，再加上是繁体字，读起来不会很流畅。但是结构合理、逻辑通顺，尤其是对我这个对依恋关系理论一无所知的人而言内容质量很高，且恰如其分地铺垫了我需要的背景知识。这本书先介绍了依恋关系理论，从回避和焦虑这两个维度（但是实际上是同源的）对于不安全依附进行考察。接着依照理论分析人在亲密关系中期待的是什么、出了问题的亲密关系可能具有怎样的根源、又该如何解决。之后作者详细介绍了开放式关系，指出了可以在开放式关系中获得安全感的可能、以及带来的收获与潜在风险。作者没有主张大家都要去实践开放式关系，而是提示读者在亲密关系不要被父权制束缚，重要的是尊重自己的真实感受与需求。

• 作者：可乐大魔王 发布时间：2021-01-12 03:41:54

  20200901

• 作者：熊本家的不二熊 发布时间：2021-12-27 19:09:10

  不仅学习到古人的智慧，还能践行到自我修身，和人互动中。

• 作者：cheer chow 发布时间：2014-12-10 15:15:24

  两个案子寻交叉点合二为一探寻，只是结局太草率了。

• 小时候最不喜欢的就是串门

  作者：马员外一家 发布时间：2023-11-26 09:41:49

  

  我想80后一代小时候都喜欢过年，但是，一定都不喜欢串门走亲戚，大家是不是都跟我一样，看到一屋子的亲戚都不知道要叫什么？就因为这个，还没少挨父母骂，说没礼貌。

  

  《中国人的称呼》本书是一部系统地解读中国人称呼的书，囊括了从古至今人们常用的近300个称呼，时间跨度从远古时代到现今社会。就称呼而言，内容之丰富，考据之全|面，堪称称呼和称谓大全。

  每天开口的说话的第一句，大概率都会是以一个称呼开始的。但是，我们课仔细想一下，这个每天我们都要喊出口的称呼是是不是已经很模糊，可能现在我们对亲近的人的称呼已经不是很准确了。还有我们日常工作上面，是不是也没有很正式的称呼规范，也会带来很多不必要的麻烦。本书就是在称呼这个上给我们一个正确的示范。

  

  称呼涉及到历史人文、民俗风情、地域差异等等，尤其是古代称呼的演变过程，需要引证和考据，史料部分有些读之生涩难懂，但作者运用通俗易懂的生活语言，以诙谐幽默、轻松活泼的语言，对每一个称呼详细解读，娓娓道来，看似如一篇篇散文，大大增强了这部书的可读性。

  书中有一部分关于现代人的流行称呼，让我觉得特别有意思，这本书不但是是传统文化的传承，

  还紧跟时代的潮流步伐。我们天天说的一个词C位，这个词儿是源于电子竞技中的一个叫法，表示核心角色，是游戏里的大哥，也叫carry。这些都是现在的网络流行称呼，这样的称呼还有很多，有可能就是我们每天都在喊来喊去的，到那时我们根本不知道这个称呼的来龙去脉。

  这本书作为茶余饭后的一本消遣再适合不过，阅读流畅度非常高。在文化和流行之间找到一种文化的平衡，让读者们读起来非常舒服。

  

  

  

• 读书笔记：李开复《与未来同行》

  作者：月光博客 发布时间：2010-05-11 14:36:54

  关于诚信：一个人的人品直接决定了这个人对于社会的价值，而人品的各种因素之中，诚信又是最为重要的一点，微软公司在用人时非常强调诚信，只雇佣那些最值得信赖的人。诚信是微软对员工期待的“核心价值观”第一位。

  李开复的智慧：用中庸拒绝极端；用理智分析情景；用务实发挥影响；用灵境掌控抉择；用自觉端正态度；用学习积累经验；用勇气放弃包袱；用真心追随智慧。

  用务实发挥影响：在选择完整与均衡时，你必须首先弄清楚，你面临的事情是你能够影响到的，还是你根本无能为力的。有勇气来改变可以改变的事情，有胸怀来接受不可改变的事情，有智慧来分辨两者的不同。

  李开复评Google：令我震撼的是Google对诚信的执著。Google是一个“不做邪恶事情的公司”。它决不允许伤害用户的利益。这是我向往的一片“诚信”净土。