The wit is present in all people, not only those who have received a specific training. Wit is something natural to the person who has been born with it; and after living unfortunate events it surfaces in a unique way and place, just when the opportunity and the conditions are right.
Imagine the large amount of people today. How much thinking and reasoning capacity. It's just a matter of finding ways and opportunities, of setting the imagination free, of unlocking the genius and the will to do things. Talking about it is important. Do it even more. We need millions of opportunities to speed up Progress, but without losing sight of who we are. Do it well, doing good.
Value chain. Pyramid of the company’s resources
Level 1: Human Resources
2: Technology
3: Products
4: Customers
5: Intangible recognized
6: Available materials
7: Human Resources
HHRR at the base and the vertex, at the beginning and at the end of the value chain of each company. They act in a double front, providing and creating all the resources a company needs to be competitive and to become the business centre that it should be.
This scale has the appearance of a balance of assets. It has the usual components, with the striking difference that the entire purpose of HHRR is not among the recognized values, despite being the foundation on which the company is built. A part of it appears in the Income Statement. Of course, the intention is not to quantify the property of a human resource, as, fortunately, it does not exist.
The company has to earn the loyalty of the employee day by day, just as the employee has to earn the loyalty of the company every day, too. It is a loyalty game in which the two sides have a lot to win and also a lot to lose.
If there is no honesty in the relationship the continuous questioning causes exhaustion and weakness appear; when all forces should be directed into making every aspect of the company as competitive as possible
The company isn’t nor shouldn’t be an ethereal entity: it is formed by people who are present at every level of the decision-making. The relationship between those people is usually difficult, but that is the less important factor when the objective to achieve is concrete and well understood by all of them.
Let’s measure the performance of each person, the development of their task, position, job. Let’s turn their activity into numbers. Is there other way for accountability to collect information to help the management? It is not about control but about recording, of shaping numbers in a recognisable way, a way that is perceived but that cannot be set without reading the results.
We are not just talking about the Financial Result, but also about activities and their outcome. The results, either positive or negative, are the reflection, the consequence of the existence of the intangible assests whose quantification we need. And there is a system to do it.
The intangible assets that were admitted up to this day needed to register a goodwill when it came from a transaction. There is a trade from which a high amount results, which is the excess over the book value of the target company's business.
But there is a belief that the business manager does not want to know, in a constant and auditable way, the value of the goodwill if there is not a chance to sell the company. It is a matter of disclosure, because there is no manager who is not interested in improving his task, or owner who does not want to know the real value of its assets. The systematic quantification of intangible assests pretends to be an effective management tool.
Agustín Moreno Ruz
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