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The 5th World Congress on Intellectual Capital

The 5th World Congress on Intellectual Capital. Josep M. Viedma Professor of Business Administration at the Polytechnic University of Catalonia and President of Intellectual Capital Management Systems. SCBS Social Capital Benchmarking System.

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The 5th World Congress on Intellectual Capital

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  1. The 5th World Congress on Intellectual Capital Josep M. Viedma Professor of Business Administration at the Polytechnic University of Catalonia and President of Intellectual Capital Management Systems SCBS Social Capital Benchmarking System Profiting from Social Capital when building network organisations

  2. Introduction SCBS • Present models of IC focused on the value chain internal IC. • They do not take into account Social Capital (SC) when building and managing networked organisations that intend to achieve sustainable competitive advantages. • This paper is trying to fill up this gap by developing SCBS. • SCBS is a new management method and tool that identifies, audits and benchmarks the SC existing in alternative cluster locations, that is necessary in order to develop the specific network organisation that each particular business model requires. • IC= Intellectual Capital • SC= Social Capital

  3. Industrial Complex at Castrette (Benetton)

  4. Benetton’s Store

  5. Manufacturing Distribution 350 External Contractors 70 Agents Outlets 6.000 stores worldwide Benetton “Outsourcing” Forward Backward BENETTON

  6. Best in class “competitors” core competencies Sustainable Competitive advantage Strategy Core competencies = core capabilities = intellectual capital Resources Tangible - Financial - Physical Intangible Organizational Human Relationships - Technology - Knowledge - Customer - Knowledge - Skills - Suppliers - Reputation - Motivation - Stakeholders - Culture - Communication - Competitors abilities - Other partners Firm resources and capabilities

  7. Endowments - Installed base of customers - Brand & i mage - Network of suppliers - Network of talent - Ownership of standards Skills & Tacit Knowledge - Know-how - Talent - Competencies Processes Collective Values & Norms Unique bundle of intangible assets - Leadership & Control (=core - e.g. Client focus, - Communication competence) Reliability, Quality - Management Information Technology & Explicit Knowledge - Patents - Manuals - Procedures A core competence as a unique bundle of intangible assets (Andriessen, 2001)

  8. Intelligent Enterprise Strategy Core competencies Resources Tangible Intangible Organizational Human Relationships Other companies organizations and institutions Suppliers 1 … n Organizations 1 … n Institutions 1 … n Core capabilities Core capabilities Core capabilities Resources Resources Resources Intelligent Enterprise network

  9. Intelligent Enterprise Strategy Core competencies Resources Tangible Intangible Organizational Human Relationships Other companies organizations and institutions Suppliers q … z Organizations q … z Institutions q … z Suppliers 1 … q Organizations 1 … q Institutions 1 … q Core capabilities Core capabilities Core capabilities Core capabilities Core capabilities Core capabilities Resources Resources Resources Resources Resources Resources Inside the cluster Outside the cluster Network structure. Inside and outside the cluster.

  10. Company Value Creation Tree C i Service B Product A” Service C Product B’ Service A’ Product C’ Process C Process B Process B Service C” Product A Process A Process C Process A Process C TANGIBLE RESOURCES PRESENT (Value Extraction) INTANGIBLE RESOURCES COMPETENCIES INTELLECTUAL CAPITAL KNOWLEDGE CAPABILITIES HUMAN CAPITAL STRUCTURAL CAPITAL RELATIONAL CAPITAL KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE © Intellectual Capital Management Systems

  11. Company Value Creation Tree C i New Product M’ New Product M New Product M” Service B Service A” New Process Service B” Service B’ New Process New Process Service C Process B Service A’ Process B Service C’ Process A Process C Process B Process A Process C Service A Service C” Process C Process A TANGIBLE RESOURCES FUTURE (Innovation) TANGIBLE RESOURCES PRESENT (Value Extraction) NEW INTANGIBLE RESOURCES INTANGIBLE RESOURCES INTELLECTUAL CAPITAL NEW COMPETENCIES NEW CAPABILITIES COMPETENCIES CAPABILITIES NEW INTELLECTUAL CAPITAL HUMAN CAPITAL STRUCTURAL CAPITAL RELATIONAL CAPITAL KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE KNOWLEDGE HUMAN CAPITAL STRUCTURAL CAPITAL RELATIONAL CAPITAL KNOWLEDGE NEW KNOWLEDGE NEW KNOWLEDGE NEW KNOWLEDGE © Intellectual Capital Management Systems

  12. Venecia Mataro Turquía Marruecos Optional locations knitwear industry segment

  13. SCBS Social Capital Benchmarking System ICBS Intellectual Capital Benchmarking System ICBS Innovation Capabilities Benchmarking System New Product M’ New Product M’ New Product M New Product M New Product M” New Product M” New Process New Process New Process New Process New Process New Process TANGIBLE RESOURCES TANGIBLE RESOURCES NEW INTANGIBLE RESOURCES NEW INTANGIBLE RESOURCES NEW COMPETENCIES NEW CAPABILITIES NEW COMPETENCIES NEW CAPABILITIES NEW INTELLECTUAL CAPITAL NEW INTELLECTUAL CAPITAL HUMAN CAPITAL STRUCTURAL CAPITAL RELATIONAL CAPITAL HUMAN CAPITAL STRUCTURAL CAPITAL RELATIONAL CAPITAL KNOWLEDGE NEW KNOWLEDGE NEW KNOWLEDGE NEW KNOWLEDGE KNOWLEDGE NEW KNOWLEDGE NEW KNOWLEDGE NEW KNOWLEDGE Intellectual Capital Management System Metodologies

  14. Intelligent Enterprise Strategy Core competencies Industry segment Network based on Cluster A Cluster B Cluster C Cluster … n Profiting from existing social capital when building network organisations: the need to benchmark.

  15. COMPANY A Industry Segment Posible Network location alternatives Cluster A Benchmarking Gap Cluster B Where Company A is located or is trying to locate Where the best competitor in the industry segment is located a) Resources and capabilities b) Demand c) Suppliers and other related industries d) Firms strategy, culture and structure e) Competitors f)Goverment a) Resources and capabilities (h) b) Demand (h) c) Suppliers and other related industries (h) d) Firms strategy, culture and structure (h) e) Competitors (h) f)Goverment (h) Benchmarking Gap Benchmarking Gap Benchmarking Gap Benchmarking Gap Benchmarking Gap Benchmarking Gap h=homologous Building the SCBS general framework

  16. A) Resources and capabilities F) Government B)Demand C) Suppliers and other related industries E) Competitors D) Firms strategy culture and structure Building the SCBS general framework

  17. Factors Criteria Questionnaires 1 6 Criterion 1 Criterion 2 Criterion 3 .......... Questionnaire 1 Questionnaire 2 Questionnaire 3 .......... SCBS framework 2 5 3 4 From the general to the specific SCBS framework.

  18. From the general framework to specific framework . Specific Context General Context Social Capital Benchmarking Specific framework General framework Clusters Benchmarking Best Competitors cluster 6 factors xx Criteria xxx Questionnaires 6 factors a, b,... Criteria m,n, p... Questionnaires Best competitor cluster Social Capital Benchmarking Key competitiveness drivers The 6 Factors Framework Specific cluster competitiveness factors and criteria which are relevant in a given industry segment. Our company Cluster Our company Cluster

  19. The SCBS balance sheets.

  20. The SCBS balance sheets.

  21. Benefits from using SCBS - I • Identifying the world best cluster locations, where the intelligent enterprise is able to establish the necessary relationships, that each specific business model requires in order to build its network organisation. • Identifying the specific external social capital factors and criteria which are relevant in a given business model or industry segment. • Trough the SCBS factors framework enabling the identification, audit and benchmark of the social capital alternative cluster locations that are the source of sustainable relational competitive advantages. • When using SCBS in an orderly, systematic and repetitive way, we obtain social capital balance sheets that are future-oriented and complement and perfect finance and intellectual capital balance sheets, leading companies to leveraging social capital.

  22. Benefits from using SCBS - II • Selecting in a systematic and organised way the necessary information for evaluating relevant social capital factors and criteria. • Identifying the key areas in which in-depth benchmarking can be carried out in the future. • Promoting organisational learning through benchmarking teams, assessment teams, project teams and strategic teams. • Introducing a common language for company managers when dealing with social capital or external resources and capabilities. • Measuring the reliability concerning the relevant information and the progress of acquiring this information.

  23. Benefits from using SCBS - III • Facilitating the work of the benchmarking and competitive intelligence teams. • Facilitating the work of the knowledge and intellectual capital managers. • Giving SME’s managers access to social capital management in a systematic and organised way. Thanks for listening

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