"I agree that in our current environment, individuals and organisations can stay small but perform big through collaboration - a sure indicator of the value of collaboration as intangible capital - this points to the importance for develop…"
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Outsourcing without collaboration – Potential for leakage of intangible capital?
Started Apr 23, 2012 0 Replies 0 Likes
I seem to recall that some time ago, Mary Adams referred to the potential long term costs (risks) associated with outsourcing. At the time I questioned this concern, yet upon further reflection,…Continue
Tags: Capital, Intangible, Collaboration, Outsourcing
Outsourcing without collaboration – Potential for leakage of intangible capital?
Started this discussion. Last reply by Matthew Loxton Dec 31, 2012. 5 Replies 0 Likes
I seem to recall that some time ago, Mary Adams referred to the potential long term costs (risks) associated with outsourcing. At the time I questioned this concern, yet upon further reflection,…Continue
Tags: Capital, Intangible, Collaboration, Outsourcing
Convergence of Human and Relationship Capital
Started this discussion. Last reply by Peter Spence Oct 13, 2011. 6 Replies 0 Likes
I would like to share my concerns that appear to challenge the contemporary view and coding of Relationship capital as an external category or element of IC – and invite critique/further discussion…Continue
Tags: Strategy, Convergence, Emerging, Human, Capital
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Latest Activity
Peter Spence commented on smarter-companies's blog post We need a new language for the collaborative age'Peter Spence commented on Jay Deragon's blog post It's The Foundation of Conversations That Matter"Network organisational forms (social structure and process) are a negotiated order - communication is negotiation and negotiation is communication - it appears to naturally follow then that the more you invest and develop your organisation's…"
Peter Spence commented on Mary Adams's blog post Connection, Collaboration and the New Economy"For employees to collaborate together and with external partners, the organisation needs to invest in the development of Collaboration as a core organisational competency. The strength of this competency is perhaps the key to measuring the…"
Peter Spence commented on smarter-companies's blog post Smarter Companies Community Update April 25th, 2013"I agree that as a core organisational competency, Collaboration would be viewed as an intangible assett - the degree of value created through the organisation's collaborative advantage would be linked to strength of this competency…"
Matthew Loxton replied to Peter Spence's discussion Outsourcing without collaboration – Potential for leakage of intangible capital?"Peter, I hate to do this, but the answer is going to be "it depends".
One scenario in outsourcing that has been researched is typically found in manufacturing where the so-called "grunt-work" of…"
Peter Spence commented on Jay Deragon's blog post The Risk Of Intangibles Is Not Knowing"Thank you Jay, I enjoyed reading your post - The focus upon Risk in IC is well deserved and should be a key driver of strategic IC development - It appears that a general lack of awareness within firms (and management) to what IC…"
Abhijit Talukdar replied to Peter Spence's discussion Outsourcing without collaboration – Potential for leakage of intangible capital?"Hi Peter,
I think not, as I have outlined also by way of examples in the discussion on Convergence of Human and Relational Capital some time ago. Let me clarify my position once more by way of a theoretical…"
Peter Spence replied to Peter Spence's discussion Outsourcing without collaboration – Potential for leakage of intangible capital?"Hi Abhijit,
Thank you for the reference to your blogpost - I found the post very relevant to the question and good points, particularly regarding the preference to focus upon core competencies and outsourcing the rest - though I am not that…"
Abhijit Talukdar replied to Peter Spence's discussion Outsourcing without collaboration – Potential for leakage of intangible capital?"HI Peter,
As to your question whether outsourcing results in a depletion of the Intellectual Capital of the firm, I tend to believe that the answer is NO, as I noted in this blogpost some time back.
Best,
Abhijit Talukdar"
Peter Spence liked Waltraut Ritter's blog post The Thai Flood Crisis: An Intellectual Capital Perspective
ICountantMary Adams replied to Peter Spence's discussion Outsourcing without collaboration – Potential for leakage of intangible capital?
"Peter - You bring up a lot of good points.
When I talk about the risks in outsourcing, I really am trying to get people to think long term. Cost alone is a bad reason to outsource. Studies in the IT space show that the net cost savings…"
Profile Information
- What is your interest in smarter companies?
- Current research into Negotiation training and collaborative enterprise - recently aware of IC via review of work of Mary Adams, and aso Verna Alle's VNA - identified strong links to key areas of my research i.e. identifying, developing and/or maximising key areas of value in collaborative forms; relevance to the 'knowledge economy'; unlocking/converting the value of IC via negotiation. I look forward to learning more from the IC Knowlege Centre members and sharing insghts, ideas etc.
- For you, what is the definition of intangible capital?
- Capital that falls outside the traditional concept of tangible capital - often hidden capital made up of intangibles such as Human Capital, Relationship Capital (branding, external partners, customers etc) and structural (including explicit knowledge) capital - it is the often 'hidden' capital with vastly more scalable qualities than fixed/limited tangible capital
- How do intangibles relate to your work?
- I constantly work toward scaling up my organisation's intangible capital and therefor capacity through development of collaborative/networked relationsips and strong focus upon knowledge management and supporting structural capital - the low costs of delivering high value. I also incorporate IC into my research and consulting work
- Where can we learn more about you on the web? (LinkedIn, Facebook, Website (you can add more later on your profile page)
- http://www.spans.com.au
Owner/Principal at Strategic Planning and Negotiation Services (SPANS: Coaching, advisory, training consultancy) - SPANS Website: http://www.spans.com.au
CEO of Mid North Coast (NSW) Division of General Practice Ltd (NGO, NFP Primary Care organisation) - past
Strong professional/research interest in the development of Negotiation and Collaboration as core organisational competencies - focus upon organisational behaviour and development, collaborative networks, network analysis, collaborative advantage.
Professional background, experience and qualifications in:
Investigations (Practitioner, supervisor, Investigations course development/teaching)
Business Communications; Human Resource Development; Human Relations
Negotiation (teaching, research, high risk negotiator, negotations consultant, coach, team
leader)
Management/leadership in emergency management/disaster response
Project Management
Business Development
Organisational Behaviour
Established the SPANS Negotiations Forum (LinkedIn), a network group dedicated to forming a community of practice of international negotiation experts, organizations and learning institutions for the purpose of developing and sharing in the research, practice and theory of negotiation. This global forum includes many leading international practitioners, researchers and teachers in the field of negotiation.
Comment Wall (5 comments)
- At 4:05am on January 27, 2012,
Bruno Hoyer said… Hello Peter,
Thank you very much for your interest shown in my work and your comments. As Leif pointed out the report has been written in the special context of European Commission's 101 actions of the Digital Agenda for Europe. These actions address societal digitalization in seven key areas such as ICT addressing Societal Changelles, Research and Innovation or interoperability and standardisation (to learn more visit http://ec.europa.eu/information_society/digital-agenda/index_en.htm).
With regards to your comments, yes indeed the main theme of the paper is the collaboration to boost innovation. In particular the reports combines policy with the open/societal innovation paradigm and IC. Thereby Societal Innovation ecosystems are regarded as structural capital - the innovation management approach. This refers to methods how to manage innovationn but at the same time how to organise innovation ecosystems in a real world (living labs) or digital world (crowdsouring, web 2.0, user centric innovation, end-user community innovation might be some buzz words around this).
Thereby the report does not underestimates the role of social capital, but actually subscribes to it a very special role in its importance to avoid structural holes. As all innovation ecosystem architectures are of no use if they cannot rely on strong human capital. Thus the main argument is here that by combining policy, societal innovation ecosystem architecture approach and IC, this will lead to an open platform approach to manage and enable human capital and social capital to create relational capital more efficiently and thereby boost the implementation of policy in this case the 101 actions of the Digtial Agenda for Europe.
I hope this has been of help.
Bruno
- At 5:30am on January 26, 2012,
Leif Edvinsson said… Hello Peter, thank you for insightful comment. And the report has a special context, written for the Digital Agenda of Europe. I will ask Bruno Hoyer to comment, then at EC, now at European Dev Bank. The leverage is of combining Human Captial, Relational Capital and Organizational Capital into a holistic turbo or IC multiplier impact....Then we might see next generation of Facebook, as part of the e-merging Digital Relational Capital?
- At 12:19pm on November 28, 2010,
Dr John Dumay said… - Hi Peter,
In my experience accountants and IC practitioners are disconnected of things. Most accountants don't understand IC and many IC practitioners (especially those who call themselves KM practitioners) don't understand accounting. Those who understand both try to account for intangibles. On the other hand, a few practitioners, like me, believe we should concentrate on mobilising intangible resources (including knowledge) to create utility, social and monetary value (it's not all about money). It then becomes a matter of adapting and linking the system for measuring IC to how you are mobilising IC. If, for example, the goal is to create monetary value, then you can create a system converting the cost of mobilising IC into cost savings and or revenue. The key: mobilising IC first and measuring IC after.
Dr John Dumay
- At 2:27pm on May 15, 2010,
ICountantMary Adams said… - Welcome Peter. Do you have a website? You can add info into the text box on your profile page.
- At 9:24am on May 15, 2010,
ICountantMichael D. Moberly said… - Peter:
Your profile certainly represents some interesting work/interests. I look forward to learning more, particularly 'negotiation training and collaborative enterprise'.
Most respectfully,
Mike Moberly
http://kpstrat.com/blog (Business IP and Intangible Asset Blog)
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