Best practice revealed through case reports and examples

Measuring Knowledge and Intellectual Capital is packed with case studies and example of how world-class organizations are charting the way forward in knowledge measurement, including GlaxoSmithKline, Shell, Australia’s Commonwealth Government Department, Lincoln Re (now part of Swiss Re), Saatchi & Saatchi, Borealis, American Productivity & Quality Centre, W-M Data, Carl Bro Group, Austrian Research Centre (Seibersdorf) and many others. Find out how:

Skandia AFS demonstrates leadership in the measurement of intellectual capital at the highest level. Through the enthusiasm and guidance of its one-time director of intellectual capital, Leif Edvinsson, the company has developed a business value model, its own IC tool, the Skandia Navigator and other tools and methods.

To download a sample from a case report on how Skandia AFS achieved this click here

Sears Roebuck’s measurement model, based on an evolving set of processes for data collection, analysis, modeling and experimentation, has enabled managers to identify the key business drivers. The model attributed an increase in revenues of $200 million over 12 months to improved employee satisfaction.

At DHL, the introduction of the Performance Prism has enabled quarterly reviews to focus on insightful discussions of business fundamentals rather than merely a set of numbers.

The systematic approach to Intellectual Asset Management used at Dow Chemical Company, combined with the TechFactor method of valuation, has helped the company revitalize its patent portfolio and has generated over US$125 million in additional revenues.

Canadian engineering company SA Armstrong Limited aligns measures with business strategy and value creation through its Enterprise Capital Framework, which links human, structural and customer capital with scorecards and EVA into a desktop-based computer system. Users can track measures through several levels of intellectual capital.

Human capital at Ericsson is viewed as one of the key areas of intellectual capital. Its competency management model, designed to protect and grow human capital, develops job profiles, assesses individuals against profiles and designs programmes for personal development.

Learning tools supplier Celemi published its first intangible assets scorecard as part of its annual report in 1995. Managers claim that the monitor helps ensure the company is growing in line with its strategic plan and alerts them to untapped potential.

Intellectual capital statements are regarded as an essential management tool at COWI, provider of consulting solutions for engineering, finance and the environment. Its IC statement has helped COWI focus on the knowledge they have of their customers, has improved knowledge sharing in the organization and has enhanced both internal communication and communication with stakeholders.