What kind of role(s) do you usually fill?
Consultant, Academic
About
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)
https://kpstrat.com OR http://kpstrat.com/blog
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Comments
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
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