Intangibles Valuation

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Intangibles Valuation Dynamic Systemisation of
Trust-Flow revolves in seeing human relationship
connections win-win
SWOT network leadership strategy simplest map
to see
1 One value stakeholder all value
stakeholders V multiplication 2 One
Knowledge Productivity Source all K-sources
K multiplication 3 Value Stakeholders
Knowledge Productivity source V K
multiplication 4 Compounding Trust-Flows
(relationship-knowledge flows) over time 5
Open Trust-Flows revolving inside organisational
system 6 Open Trust-Flows across companys
borders to globally/locally networked partners
7 Mapping back how the environment competition
will changer Trust-Flows 8 Mapping back how
preferred leadership vision proactively changes
Trust-flows 9 Earning best relationships to
learn from organisations important outsiders 10
Having deepest purpose so people are energised in
every relationship performance 11 Local Global
resolution of relationship responsibilities of
Leadership 12 Connecting companys greatest
innovation capability worlds greatest needs
integrity
dynamics
sense
learn
lead
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Context Leadership Locally Globally trust-flow
process 5
Part of THE MAP of trust-flow at www.valuetrue.com
How do the human flows map?...then
Intangibles
Capitals
H U M A N F L O W S
Employee segments
Knowledge Worker
K-Workers Personal Network
Customer Segments
Owner Segments
Organisation reporting entity
Partner Segments
Network of Organsiations
Infrastructure region/policy
Local Global Society



TRUST
COURAGE Co-responsibility
LEARNING Passion to innovate
EMOTIONAL-ID Win-win relationship energy
TIME
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Menu Contrasting Numbers Controlled Organisations
with Living Systems
Trust-Flows 5 Mathematical Opposites T1 Compound
risk/conflict, vs. detect and rectify emerging
conflicts at least cost to system T2 Cannot
openly see integrity of what makes or breaks each
stakeholders trust, vs. sees it learns of
change by trusted relationships T3 Neither
protects against top 10 system diseases nor
appears aware of them vs. always protecting
health of internal system T4 Neither shares nor
sees (nor knows whether there exist) partners
maps of transparency, vs requires partners and
network to Openly share and governance around
transparency maps T5 Has lost deep context and
ability to see change as a proactive advantage,
vs makes deep leadership context and change
a Win-win advantage economically and socially by
uniquely creating and sustaining widespread
value Blind to Multipliers of Intangibles of
Productivity Demand Has no way to see that
whole company might be zeroised either by
breaking trust of any of stakeholders
coordinated at V1-V5 or by failing to respect the
knowledge working productivities of K1-K5, vs.
sees intangibles value as compounding Multiplicati
velyv1v2v3v4v5k1k2k3k4k5 Has no
concept that running out of trust-flow is even
more risky than running out of cash-flow, vs
knows that trust-flow now explains about 80 of
future value grown or destroyed as well as all
social capital win-wins Has effectively lost the
capability to innovate and where globally
profitable is likely profiting from putting
people at risk, vs is sustaining innovation and
making a difference for humanity Specific
Network Age Opportunities K1 Is disconnecting
individual knowledge workers from making a
difference, vs multiplying every persons make a
difference Energies within a simple systemic
pattern and with co-worker support K2 is not
aware of network and team multipliers of
productivity, vs maximises productivity of each
employees network K3 Is trying to extract
knowledge through the trust destroying mechanism
of claiming to appropriate value of
knowledge Whilst booking people in as a cost to
be cut K4 has no open and productive
relationships with business partners, versus
seeks to win from openly leading the Networks
growth as win-win with the organisations K5 Is
trying to lobby for protectionism whilst spending
more time seeking to avoid national taxes than
it does on innovation, Versus makes nation proud
to support company as exemplary citizen of
regional progress and developer of human and
social capital Menus to come include opposite
searches for methods to use opposite
understanding of pattern rules etc