Monitoring knowledge (management): an impossible task?

It isn’t an impossible task to monitor/evaluate (M&E) intangibles, knowledge or knowledge management (KM), but it requires a series of tough choices in a maze of possibles. This is what Simon Hearn and myself are discovering, trying to summarise, synthesise and build upon the two M&E of KM papers commissioned earlier, as well as the [...]

8- Valuation of Intangible Assets

The private sector has a handy way of assigning market value to tangible and/or intangible assets: the capacity of the asset to generate earnings. Using the M&E framework proposed earlier, this is the same as saying that the value of 1 is the sum of all future 3 (after discounting):

4- Unconscious KM and Conscious KM

We have seen from two previous posts that (a) intangible assets generally contribute more than tangible assets in producing the results that organizations value, and (b) knowledge assets are only a subset of intangible assets.

2- Intangibles: More Essential for Value Creation

Let us “connect the dots”:

Starting in the 1980’s book values of corporations around the world constitute an increasingly smaller percentage of market values.
Corporations which excel in managing their intellectual capital (MAKE winners) grow twice faster than Fortune 500 corporations (Teleos).
The world economy is now creating more wealth from services than from industry or agriculture; global [...]