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Top 10 questions to ask – and answer – around your intangible asset portfolio

Top 10 questions to ask – and answer – around your intangible asset portfolio

We're often asked what questions directors and management teams should be asking around intangible assets in order to understand how these can be leveraged. Here we've prepared a 'cheat sheet' of the top 10 questions to ask to determine just how well your company is managing its intangible assets. 

Risky business: protecting what you can’t see

Risky business: protecting what you can’t see

Despite being so critical, intangible assets still don’t feature on most board or company agendas. This is especially apparent when you look at intangible asset risk, which is often regarded as either not important at all, or important but not urgent. This article looks at the top five intangible asset risks.

Unlocking value from intangible assets

Unlocking value from intangible assets

As the saying goes “if you build it, they will come”. However, in today’s knowledge based economy, ‘building it’ yourself is not necessarily the strategy that will create the highest return on investment. Instead, higher margin returns are increasingly owned by those who license or sell intangible assets, either instead of, or in addition to, solely deploying (building) products.  

The missing trillions: valuing intangible assets

The missing trillions: valuing intangible assets

Intangible assets are the only real lever that can move enterprise value beyond cash flow multiples. To fail to actively manage – or account for – intangible assets is to effectively ignore your fiduciary duties as a director or manager.  This includes ensuring that intangible assets are factored into any valuation in a way that accurately reflects the company’s true worth.

Rembrandts in the Attic

Rembrandts in the Attic

Intangible assets represent over 87% of all company value today and are the real drivers of growth and profitability for most businesses. Failing to take the time to identify and manage these valuable assets not only represent a major missed opportunity to extract value but is also a potential breach of a Directors fiduciary duties.

Intangible asset risk goes off with a bang

Intangible asset risk goes off with a bang

Intangible asset risk is often regarded as either not important at all, or important but not urgent. But when things go wrong, things can become catastrophic quite quickly. Hear Paul Adams, CEO of EverEdge Global, discuss what companies need to consider when it comes to mitigating intangible asset risk.

Article: Be prepared for a fight…

Article: Be prepared for a fight…

Companies don’t spend millions of dollars filing intangible assets such as patents, trademarks and plant variety rights to stuff them in the bottom drawer. 

Today, more than 87% of a company’s value and earnings growth is derived from intangible assets and it follows that companies will aggressively defend these assets – including through litigation, if necessary.

The CEOs and Director’s Cheat Sheet to the Risks of Big Data – Part 1: Technical & Reputational Risks

The CEOs and Director’s Cheat Sheet to the Risks of Big Data – Part 1: Technical & Reputational Risks

There is no question that data, correctly leveraged can deliver huge benefits. Over 87% of company value today is now in intangible assets and data, alongside brand, software code and confidential information, are critical to everyday business. Your customer list? That’s data. Your inventory management system? That’s data. In fact many of a company’s most basic functions from invoicing to advertising would grind to a halt without data.

Form vs Function: combining intellectual property rights can produce powerful outcomes.

Form vs Function: combining intellectual property rights can produce powerful outcomes.

Historically intellectual property strategists have tended to divide the world into two broad camps with the “hard rights” (such as patents, trademarks and copyrights in code) sitting somewhat aside from “soft rights”, such as know how, branding and distribution, and copyright in designs and product concepts. However, the combination of such hard and soft rights can often produce outcomes where the whole is worth far more than the sum of its parts.