M phil presentation

A Model Framework for Measuring Organizational

Intangible Assets

M.Phil DissertationSudhir Warier

Enrolment No. 046040141

KMS Deployment – Challenges Lack of objective measures for gauging the

value of : Organizational Human Capital [HC] Measuring the effectiveness of the deployed

system. The traditional methods cannot be applied to

modern day organizations whose assets are largely non-monetary and intangible.

Research Problem Lack of a comprehensive organizational

knowledge management [KM] and measurement framework There are models developed for the measurement

of intangible assets of an organization. However most of these models are based on or

are an extension of the existing financial measurement standards.

Fundamental challenges involved in the parallel accounting treatment of knowledge assets and physical capital are attributable to the specific characteristics of human knowledge.

Research Objective

The objective of this research is to develop the theoretical and pragmatic foundations for management and measurement of knowledge assets to facilitate holistic organizational growth and development

Research Approach

This thesis entails a detailed study of the various KM measures, techniques and methodologies available

Proposes a model based on the Balance Score Card [BSC] that can be deployed in any organization irrespective of their domain, shape or size.

Research Scope The study would be limited to the popular

measurement models (BSC & Intangible Assets Monitor [IAM])

The study is not limited to any particular domain but is scaled to an organizational level.

The study would assess the popular measurement models and adapt their key elements to propose a framework for measuring organization intellectual capital [IC] with a special emphasis on key organizational stakeholders.

Key Deliverables - 1

1. Study of Conventional Valuation techniques 2. Study of Valuation techniques for Intangible

Assets3. To understand the Organizational KM

Measurement Framework4. Detailed analysis of Knowledge

Measurement techniques5. A model for Organizational Intangible Assets

Measurement based on the BSC

Key Deliverables - 2

6. Metrics for Measuring key organizational intangible assets:

i. Employee Competence [EC]ii. Effectives of Organizational

Learning/Knowledge Sharing initiativesa. Training Delivery Index [TDI]b. Trainee Satisfaction Index [TSI]

7. Recommendations for future research in related areas

Methodology

Research Design The initial part of the research is descriptive

and presents the key KM concepts and a framework for organizational KM

The second part is diagnostic in nature: Wherein the problems associated with measuring

intangible assets are studied A model framework for measuring intangible

assets is presented along with key metrics.

Major Activities - 1

1. The research commences with a detailed understanding of an organizational KM framework. (Chapter 1)

2. This is followed by an exhaustive study of literature, which includes books,journals and thesis to substantiate the research problem. (Chapter 2)

3. The conventional valuation techniques employed by organizations are studied in detail (Chapter 4).

Major Activities - 24. This is followed by an exhaustive treatise on the

valuation techniques that can be used for intangible assets measurement (Chapter 5).

5. An organizational KM Framework (Chapter 6) in detail with an objective of identifying crucial measurement parameters and metrics.

6. This is followed by a detailed study of the two commonly employed techniques for measurement of organizational intangible assets (Chapter7).

7. Based on the studies a model framework for measurement of organizational intangible assets is proposed (Chapter 8).

Data Collection Conducting a questionnaire-based survey of a pre-

selected target sample size ratifies the above hypotheses.

The survey is divided into three parts: Organizational Survey – To find out the appropriate

valuation techniques to be employed to valuate an organizations intangible assets

Survey of a wide range of participants to find the key parameters that enhance the effectiveness of the training programs. A feedback form is used for this purpose.

A questionnaire based survey of a pre-determined sample population to find the validity of the proposed model

Data Analysis The data collected from the sources

mentioned in the above step is analyzed to prove the hypotheses formulated.

The data analysis was done using the appropriate statistical techniques vide Minitab Release 14 statistical software from (Minitab Inc) Binary Semantics Limited as well as Origin 7.5 (Demo Version) Scientific Graphing and Analysis Software from Origin Lab Corporation (Chapter 9).

Validation

Using the results from the above chapter the formulated hypothesis was generalized and ratified.

The recommendations for the future research have also been clearly outlined along with the contributions to Theory, Practice, Policy and Technology

Proposed Knowledge Measurement Framework

Proposed Framework – Key Perspectives

1. The Financial Perspective2. The Knowledge Perspective3. The Employee (Knowledge Worker)

Perspective4. The Customer Perspective5. Internal Processes 6. The Learning & Growth Perspective

The Financial Perspective The framework envisages an organization

with areas partitioned according to the organizational business requirements; creation of Small Business Units (SBU)

This financial perspective includes different measures adopted or tailor made to the individual requirements of these SBU’s and valuation techniques scaled to an organizational level.

The Knowledge Perspective

This perspective includes the measures for organizations intangible assets, and is distinct from the financial perspectives.

The key measure of organizational intangible assets is its Intellectual Capital (IC) or Knowledge Capital.

The model proposed places the organizational members or knowledge workers in a separate perspective, since they form the core of organizations intellectual or intangible assets.

Human capital represents the human factor in the organization; the combined intelligence, skills and expertise that gives the organization its distinctive character.

The Employee Perspective

The Customer Perspective The customer perspective organizes

measures relating to the identification of target groups for the company’s products in addition to marketing-focused measures of customer satisfaction, retention, etc.

In this perspective the customer and market segments in which the business unit will compete is identified along with the measures of the unit’s performance in these targeted segments.

This perspective identifies the processes that are the most critical for achieving customer and shareholder objectives.

It is recommended that organizations develop their objectives and measures after formulating the objectives and measures for the financial, knowledge, employee and the customer perspectives.

Internal Processes

The Learning & Growth Perspective

The learning and growth perspective includes all measures relating to employees and systems the company has in place to facilitate learning and knowledge diffusion.

This perspective is very crucial in any learning organization since it develops objectives and measures to drive organizational learning and growth.

Conclusions Lack of suitable measurement framework for

measuring organizational intangible assets A frame work based on BSC is the best option

available However the framework has to be tailored as

per organizational needs. The proposed model overcomes the rigidity of

the BSC and presents a holistic measurement framework

The metric's developed (TSI, TDI, CI) must be incorporated into the above framework.

Thank You!

Sudhir Warier