Peter Spence
  • Coffs Harbour NSW 2450
  • Australia
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Profile Information

Where can we learn more about you or your company on the web? (examples are corporate websites or personal LinkedIn profiles)

Owner/Principal at Strategic Planning and Negotiation Services (SPANS: Coaching, advisory, training consultancy) - SPANS Website:

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
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)

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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


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.



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, Mary 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, Michael D. Moberly said…

Your profile certainly represents some interesting work/interests. I look forward to learning more, particularly 'negotiation training and collaborative enterprise'.

Most respectfully,
Mike Moberly (Business IP and Intangible Asset Blog)

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