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Transcript of © José M. Viedma Marti, 2001. i C The 4th World Congress on Intellectual Capital José María...
© José M. Viedma Marti, 2001.
iC
The 4th World Congress on Intellectual CapitalThe 4th World Congress on Intellectual Capital
José María Viedma MartiProfessor of Business Administration at the Polytechnic University of Catalonia
and President of Intellectual Capital Management Systems
IICBS Innovation Intellectual Capital IICBS Innovation Intellectual Capital Benchmarking SystemBenchmarking System
© José M. Viedma Marti, 2001.
iC
Any business sectorAny business sector
Excellent competitor
Own company
?
• Multinationals acceleratethe process
BIG COMPETITIONBIG COMPETITION
COMPETITIVE “GAP”
• Interlinked economy• Global markets• World = Global village• Telecomunications• Transportation• Strategic alliances• Strategic networks• Franchise• Cooperation agreements
Global MarketplaceGlobal Marketplace
© José M. Viedma Marti, 2001.
iC
La Sagrada FamiliaLa Sagrada Familia
© José M. Viedma Marti, 2001.
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Reality was recognizableReality was recognizable
© José M. Viedma Marti, 2001.
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Harder to recognizeHarder to recognize
© José M. Viedma Marti, 2001.
iC
You could still tell what was going onYou could still tell what was going on
© José M. Viedma Marti, 2001.
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Impossible to see what was going onImpossible to see what was going on
© José M. Viedma Marti, 2001.
iC
Sources of excellence or sustainable competitive advantageSources of excellence or sustainable competitive advantage
Most meaningful paradigmsMost meaningful paradigms
ManagementManagement Strategic ManagementStrategic Management
Virtual corporationVirtual corporation ··Resource based viewResource based view• Networking organisationNetworking organisation• Intelligent enterprise Intelligent enterprise • Knowledge creating companyKnowledge creating company• Learning organisationLearning organisation• Horizontal organisationHorizontal organisation• Centerless corporationCenterless corporation• Innovative organisationInnovative organisation
Conclusion: Knowledge and intellectual capital are theConclusion: Knowledge and intellectual capital are theonly sources of sustainable competitive advantagesonly sources of sustainable competitive advantages
© José M. Viedma Marti, 2001.
iC
Strategy formulation: Shifting from an industry Strategy formulation: Shifting from an industry focus to a resource focusfocus to a resource focus
The FirmThe FirmThe FirmThe Firm
• Goals and ValuesGoals and Values
• Resources and CapabilitiesResources and Capabilities
• Structure and SystemsStructure and Systems
• Goals and ValuesGoals and Values
• Resources and CapabilitiesResources and Capabilities
• Structure and SystemsStructure and Systems
• CompetitorsCompetitors
• CustomersCustomers
• SuppliersSuppliers
• CompetitorsCompetitors
• CustomersCustomers
• SuppliersSuppliers
The Industry The Industry EnvironmentEnvironmentThe Industry The Industry EnvironmentEnvironment
StrategyStrategyStrategyStrategy
The Firm-Strategy InterfaceThe Firm-Strategy InterfaceThe Firm-Strategy InterfaceThe Firm-Strategy Interface The Strategy-Environment InterfaceThe Strategy-Environment InterfaceThe Strategy-Environment InterfaceThe Strategy-Environment Interface
Source: Robert M. Grant 1998.
© José M. Viedma Marti, 2001.
iCBased on Robert M. Grant 1998
Strategy
Key success factorsBest in class competitors
Core capabilities
Competitiveadvantage
Resources
Tangible Intangible
Physical
Financial Human StructuralRelational
The relationships among resources, capabilities and The relationships among resources, capabilities and competitive advantagecompetitive advantage
Core capabilities = Core competencies = Intellectual capitalCore capabilities = Core competencies = Intellectual capital
© José M. Viedma Marti, 2001.
iC
TA
NG
IBLE
RES
OU
RC
ES
Process A
Company Value Creation TreeCompany Value Creation Tree
Process C
Product A
Service B Service C
COMPETENCIES
KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE
HUMANCAPITAL
INTANGIBLE RESOURCES
STRUCTURALCAPITAL
RELATIONALCAPITAL
INTELLECTUALCAPITAL
PRESENT(Value Extraction)
Process A
Service A’
Product A”
Pro
cess
B
Product B’
Process C
Process C
Product C’
Service C”
CAPABILITIESKNOWLEDGE
Pro
cess
B
iC
© Intellectual Capital Management Systems
© José M. Viedma Marti, 2001.
iC
Company Value Creation TreeCompany Value Creation Tree
TA
NG
IBLE
RES
OU
RC
ES
Process A
Process B
Process C
Service A
Service B
Service C
COMPETENCIESCAPABILITIES
KNOWLEDGEKNOWLEDGEKNOWLEDGEKNOWLEDGEKNOWLEDGE
HUMANCAPITAL
INTANGIBLE RESOURCES
STRUCTURALCAPITAL
RELATIONALCAPITAL
INTELLECTUALCAPITAL
PRESENT(Value Extraction)
Process A
Process A
Service A’
Service A”
Process B
Process B
Service B’Service B”
Process C
Process C
Service C’
Service C”
FUTURE(Innovation)
NEWCOMPETENCIES
NEWCAPABILITIES
KNOWLEDGE NEWKNOWLEDGE
NEWKNOWLEDGE
NEWKNOWLEDGE
HUMANCAPITAL
NEW INTANGIBLE RESOURCES
STRUCTURALCAPITAL
RELATIONALCAPITAL
NEW INTELLECTUALCAPITAL
New Process
New Product M
New Process
New Process
New Product M’
New Product M”
TA
NG
IBLE
RES
OU
RC
ES
iC
© Intellectual Capital Management Systems
© José M. Viedma Marti, 2001.
iC
Business Process Value ChainBusiness Process Value Chain
CustomerNeed
Satisfied
CustomerNeed
Satisfied
Customerneed
Identified
Customerneed
Identified
InnovationValue Chain
InnovativeProducts and
Services
CurrentProducts and
Services
OperationsValue Chain
PROJECTS CURRENTPROCESS
© José M. Viedma Marti, 2001.
iC
What to Benchmark ?What to Benchmark ?
• New Business designs• Innovation core capabilities• Innovation Intellectual Capital
Own Company Best Competitor
Fast Food Bocatta Mc Donald’sFast Food Bocatta Mc Donald’s
Application Logic Control SAPSoftware
Application Logic Control SAPSoftware
Telecommunications Ericsson NokiaTechnology
Telecommunications Ericsson NokiaTechnology
Pharmaceutical Almirall MerckServices
Pharmaceutical Almirall MerckServices
Casual Wear Cortefiel ZARARetailing
Casual Wear Cortefiel ZARARetailing
© José M. Viedma Marti, 2001.
iC
COMPANY A COMPANY B
(h) =
The IICBS FrameworkThe IICBS Framework CustomerEmerging
Benchmarking
Project
Objetives
Project 1Objectives
COMPANY Binnovation
infraestructure
COMPANY Ainnovation
infraestructure
New Professionalcore capabilities
(h)
New Professionalcore capabilities
New companycore capabilities
(h)
NewProcesses
(h)
New companycore capabilities
NewProcesses
New Productsand services
(h)
New Productsand services
Project (h)Objectives
Benchmarking
GAP
Benchmarking
GAP
Benchmarking
GAP
Benchmarking
GAP
Benchmarking
GAP
Benchmarking
GAP
needs
homologous
© José M. Viedma Marti, 2001.
iC
Financial Results
Competitive Segment
environment
New core
capabilities
New professional
core capabilities
Emerging customer
needs
New products New products
and servicesand services
Competitive advantages core business activitiesCompetitive advantages outsourcing activitiesCompetitive advantages alliance activities
Project capabilitiesProject capabilities
ProjectValue Chain
© José M. Viedma Marti, 2001.
iC
Project 1 Project 2 Project 3 Project ...n
R+D INFRASTRUCTUREa) Innovation and strategyb) Technology standardc) R+D integrationd) R+D organizatione) Innovation resource allocationf) Technology information systemsg) Technology Managements systems
R+D INFRASTRUCTUREa) Innovation and strategyb) Technology standardc) R+D integrationd) R+D organizatione) Innovation resource allocationf) Technology information systemsg) Technology Managements systems
Common R+D infrastructureCommon R+D infrastructure
© José M. Viedma Marti, 2001.
iC
The eight factors frameworkThe eight factors framework
Emerging needs
Emerging needs
Project Objetives
Project Objetives
New Productsand services
New Productsand services
New core capabilities
New core capabilities
New professional core
capabilities
New professional core
capabilities
Company innovation
infrastructure
Company innovation
infrastructure
5 4
3
2
6
Financialresults
Financialresults
7
1
New processes
New processes
8
FACTORS
© José M. Viedma Marti, 2001.
iC
The eight factors frameworkThe eight factors framework
• Emerging needs. Potential or emerging customer segment needs that the
company expects to cover through the project.
• Project objectives. The project is the innovation business unit that leads to
new products and services through new processes using company and
professional core capabilities and company innovation infrastructure. The
ultimate objectives of the projects are the expected financial results.
• New products and services. New products and services with their attributes
and characteristics and functions.
• New processes. Primary and support value chain activities that produce the
project’s new products and services. These activities are made up of core
project activities, outsourcing activities and strategic alliances and
cooperation agreement activities. Competitive advantages will be generated
mainly in the different value chain core project activities.
• New company core capabilities. Essential knowledge or core capabilities that
will make it possible and will give way to competitive advantages, new processes
and new products and services within the project.
© José M. Viedma Marti, 2001.
iC
The eight factors frameworkThe eight factors framework
• New professional core capabilities. Professionals, managers and support staff
capabilities that will generate and perfect core capabilities and core
competencies.
• Company innovation infrastructure. Research and development infrastructure (tangible and intangible assets) that the company has and that is for the use of
the different projects.
• The company innovation infrastructure covers the following issues:
• Is technology innovation part of the business strategy?
• What is the company’s knowledge and technology standard?
• Is the R+D department working together with the other main departments?
• How well organised is the R+D department?
• How many resources are allocated to the innovation function?
• Are there any technologies informations systems? How are they performing?
• How are they performing the technology management systems?
• Financial results. Expected economic and financial results from the
project
© José M. Viedma Marti, 2001.
iC
Specific IICBS frameworkSpecific IICBS framework
1IICBS
framework2
34
5
6
7 8
Factors
Criteria
Criteria 1
Criteria 2
Criteria 3..........
Capability 1Capability 2Capability 3..........
Human Capital 2Structural Capital 2Relational Capital 3..........
Questionnaires
© José M. Viedma Marti, 2001.
iC
From general framework to specific frameworkFrom general framework to specific framework
General Context Specific Context
The general framework
8 factorsxx Criteria
xxx Questionnaires
The 8 Factors Framework
Competitive Benchmarking
Benchmarking
BestCompetitors
projectValue Chain
Our companyproject
Value Chain
Specific framework
8 factorsa, b,... Criteria
m,n, p... Questionnaires
Specific competitivenessfactors and criteria which
are relevant in a givenproject activity
Core CapabilitiesBenchmarking
Our company
Best internationalcompetitors
Core capabilitiesevaluation
Key competitivenessdrivers
© José M. Viedma Marti, 2001.
iC
## ju n -0 2
M & L . F a s t n e w f a s h i o n p r o d u c t s p r o d u c t i o n
Z a r a
C O N S O L I D A T E D R E S U L T S
N E W P R O D U C T S
N E W P R O C E S S E S
N E W C O R E C A P A B I L IT I E S
N E W P R O F E S S I O N A L C O R E C A P A B I L IT IE S
C O M P A N Y I N N O V A T IO N I N F R A S T R U C T U R E
F I N A N C I A L R E S U L T S
K S F K E Y S U C E S S F A C T O R S
Q U I C K P R O D U C T I O N C Y C L E
D E S I G N T E A M
S U P P L Y C H A I N
O U T L E T S
F A S H I O N C R E A T I V I T Y
I N F O R M A T I O N , T E C H N O L O G Y , S Y S T E M S
- 5 - 4 - 3 - 2 - 1 0 1 2 3 4 5
C o n s o l i d a t e dR e l i a b i l i t y
I n d e x
C O M P E T I T O R
- 5 - 4 - 3 - 2 - 1 0 1 2 3 4 537%
© José M. Viedma Marti, 2001.
iC
jun-02
M & L. Project Fast new fashion products production
Zara
ASSETS LIABILITIES
1.- NEW PRODUCTS 1.- NEW PRODUCTS 1.2 Price/Quality relationship 2,1 1.1 Design -1,21.7 Conformance 1,7 1.3 Embodied services -1,31.8 Garment selection 0,8 1.4 New trens adaptation -2,1
1.5 Fabric quality -1,51.6 Fashion -0,9
2.- NEW PROCESSES 2.- NEW PROCESSES 2.1 Customer needs identification 1,0 2.2 Discovering emerging needs -4,02.5 Design CAD 2,2 2.3 Selecting merket segment -3,82.6 Manufacturing CAM 1,4 2.4 Creativity -3,0
2.7 supply chain architecture -2,52.8 Process architecture -3,22.9 Logistics -3,1
3.- NEW CORE CAPABILITIES 3.- NEW CORE CAPABILITIES3.2 Supply chain architecture 1,0 3.1 FASHION CREATION -2,0
3.3 Design for manufacturability DFM -2,23.4 Supply chain design -1,93.5 Three-D.concurrent engineering -3,03.6 Quick development and production -2,3
5.- INNOVATION INFRASTRUCTURE 5.- INNOVATION INFRASTRUCTURE5.2 R+D integration 2,0 5.1 Innovation and strategy -1,0
5.3 Technology standerd -3,05.4 R+D organisation -4,15.5 Innovation resource allocation -4,05.6 Techgnology information systems -4,05.7 Technology management systems -3,9
Competitoror
INNOVATION INTELLECTUAL CAPITAL BALANCE SHEETIICBS
ConsolidatedReliability
Index
37%
© José M. Viedma Marti, 2001.
iC
jun-02
M & L. Project Fast new fashion products production
Zara
ASSETS LIABILITIES
1.- NEW PRODUCTS 1.- NEW PRODUCTS 1.2 Price/Quality relationship 2,1 1.1 Design -1,21.7 Conformance 1,7 1.3 Embodied services -1,31.8 Garment selection 0,8 1.4 New trens adaptation -2,1
1.5 Fabric quality -1,51.6 Fashion -0,9
2.- NEW PROCESSES 2.- NEW PROCESSES 2.1 Customer needs identification 1,0 2.2 Discovering emerging needs -4,02.5 Design CAD 2,2 2.3 Selecting merket segment -3,82.6 Manufacturing CAM 1,4 2.4 Creativity -3,0
2.7 supply chain architecture -2,52.8 Process architecture -3,22.9 Logistics -3,1
3.- NEW CORE CAPABILITIES 3.- NEW CORE CAPABILITIES3.2 Supply chain architecture 1,0 3.1 FASHION CREATION -2,0
3.3 Design for manufacturability DFM -2,23.4 Supply chain design -1,93.5 Three-D.concurrent engineering -3,03.6 Quick development and production -2,3
5.- INNOVATION INFRASTRUCTURE 5.- INNOVATION INFRASTRUCTURE5.2 R+D integration 2,0 5.1 Innovation and strategy -1,0
5.3 Technology standerd -3,05.4 R+D organisation -4,15.5 Innovation resource allocation -4,05.6 Techgnology information systems -4,05.7 Technology management systems -3,9
Competitoror
INNOVATION INTELLECTUAL CAPITAL BALANCE SHEETIICBS
ConsolidatedReliability
Index
37%
KNOWLEDGE AND SKILLS ON- Gorments- Weaving- Dyeing- Printing- Finishing- Fashion trends- Best designers- Dress making - Prototypes and models- Creativity
-2,0-1,0-1,9-2,1-3,0-1,2-3,1-2,3-1,7-3,1
© José M. Viedma Marti, 2001.
iC
• Learning from the best competitors that surpass one’s own competitive innovation capabilities
• Identifying the specific innovation capabilities factors and criteria which are relevant in a given business activity.
• Through the IICBS factors framework, enabling the identification, audit and benchmark of the innovation core capabilities or innovation intellectual capital that are the main sources of long term sustainable competitive advantages.
• When using IICBS in an orderly systematic and repetitive way we obtain innovation capabilities balance sheets, that are future oriented and complement and perfect finance balance sheets leading companies to leveraging innovation intellectual capital.
Benefits from using IICBS IBenefits from using IICBS I
© José M. Viedma Marti, 2001.
iC
Benefits from using IICBS IIBenefits from using IICBS II
• Selecting in a systematical and organised way the necessary information for evaluating relevant factors, core innovation capabilities and innovation intellectual capital. • Identifying the key areas in which in-depth benchmarking can be carried out in the future.
• Promoting organisation learning through benchmarking teams, assessment teams, project teams and strategic teams.
• Introducing a common language for company managers when dealing with intangible and intellectual assets.
© José M. Viedma Marti, 2001.
iC
Benefits from using IICBS IIIBenefits from using IICBS III
• Measuring the reliability concerning the relevant information and the progress of acquiring this information.
• Facilitating the work of the benchmarking and competitive intelligence teams.
• Facilitating the work of the knowledge and intellectual capital managers.
• Giving to the SME’s managers access to innovation capabilities and innovation intellectual capital management in a systematic and organised way