Michael D. Moberly
  • Male
  • Saint Louis, MO
  • United States
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Profile Information

What kind of role(s) do you usually fill?
Consultant, Academic
Areas of Expertise
Provide intangible asset related ) service to companies, i.e., identify, assess, and safeguard (asset) use, ownership, and monitor (asset) value, materiality, and risk throughout the assets' contributory - functionality cycle.
Where can we learn more about you or your company on the web? (examples are corporate websites or personal LinkedIn profiles)
http://kpstrat.com OR http://kpstrat.com/blog

Michael D. Moberly's Blog

Entrepreneurs and Patents…

Posted on June 22, 2013 at 9:32am 0 Comments

Michael D. Moberly   June 21, 2013    

There are and infinite number of interpretation to what is routinely referred to as what ‘the American dream’ and an equal number of paths how to achieve it.  The notion of ‘the American dream’ has certainly embedded in political rhetoric as one need only watch C-SPAN and listen to countless elected politicians consistently apply those three words to produce - elicit a myriad of emotions, imaginations as well as anger and frustration among…

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Intangible Assets: A Mere Theoretical Concept...Not!

Posted on June 10, 2013 at 8:49am 0 Comments

Michael D. Moberly   June 10, 2013    ‘A blog where attention span matters’!

I routinely have the opportunity to talk with a cross-section of business leaders and entrepreneurs about my favorite topic; intangible assets.  One particularly stimulating conversation occurred with a very astute colleague and yes, it was about intangible assets.

My colleague certainly intended no disrespect to me or other intangible asset advocates and strategists by suggesting,…

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Will Conventional Business Plans and Mission Statements Remain Relevant In Intangible Asset Driven Economies?

Posted on February 17, 2011 at 9:08am 0 Comments

 

Michael D. Moberly   February 1, 2011

The increasingly competive business terrain in which know how and other intangible assets have become the overwhelmingly dominant drivers and producers of value and revenue, is, in my view, prompting many companies to re-examine the relevance of their often times, conventional and even static business plans and mission statements.  

I…

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Comment Wall (3 comments)

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At 12:12pm on January 16, 2013, Mary Adams said…

Congrats on the mention in the article in Professional Security Magazine about risk and intangible assets. Would love to hear your update on how folks in the Chief Security Officer and Chief Risk Officer seats are seeing intangibles these days, Mary

At 4:03pm on May 16, 2010, Kelli Proia said…
Hello Michael. I really enjoyed your latest post, and look forward to reading more from you. Please check out my blog at www.ipinfocus.wordpress.com. A real website should be up and running soon. Also, you can check out my Linked In profile at www.linkedin.com/in/kelliproia.
At 2:27am on May 16, 2010, Peter Spence said…
Thank you Michael -


I was interested in your recent blog titled ' Don't let sense of Urgency Dominate Business Transaction Negotiations' and concur with your observation re 'leakage' of intangible value during and post merger/acquisition. It appears in these circumstances that the concept of negotiation is tied to short term economic transactions(deals), with little understanding of the importance of negotiating the 'relational' (where most of the IC is tied up) aspects of the organisation.

I also concur with you re the risk associated with the apparent sense of urgency dominating business transactions, as many race to take advantage of the collaborative enterprise without laying the necessary groundwork re IC due diligence and 'negotiating the new order'. Hence, my research looks at using Negotiation training as a catalyst/accelerator of Collaborative Enterprise - recognising the demand for speed of performance in our rapidly changing global environment.

The connections and relationships that tie actors together in the new networked, collaborative forms, are strengthened and maintained through negotiation -should the 'negotiation of order' be overlooked while preparing, during and post merger/acquisition there is the high risk/tendency of the drifting away of actors and with them much of the IC they contribute to the organisation. Do you think this may go toward explaining (in part) the reported high rate of failure (and loss of value) amongst strategic alliances & mergers globally?

I look forward to many ongoing discussions around our common interest in these subjects - I would also be interested in your views and thoughts (as with other members of the forum) about the following Propositions:

The structural basis of collaborative enterprises is a negotiated order.

Negotiation competencies and skills will be required to establish and maintain structural order within the modern organisation.


Kind Regards
Peter
 
 
 

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