What Good Is Knowledge If It Is Not Adequately Perceived?
Without appropriate indicators would be the company without a compass or feedback display in a market full of dynamics and risks remove before the background of the function and operation of the tools of the intellectual also indicators shall be used for the measurement of knowledge-intensive situations, to make transparent and comprehensible to the intellectual capital in all its facets, including to third parties. Precursor to the management cockpit of the knowledge balance sheet represented by Jorg Becker is a series on this topic of already published books, i.e. marketing controlling and intellectual capital rating profiles and portfolios”, person sheets with intellectual capital, strategy check and balance of knowledge – make transparent effect relationships, explore potential for success, business planning and knowledge balance action potentials to identify”. In the image of an airplane this precursor title would be something like the already-completed hull, the already attached wings, engines, etc., the now, with the cockpit experienced a final assembly. Following single points are dealt with on this basis: accumulate knowledge balances business reports, suggestion for holistic perspectives, positive credit rating with non-financials, management reports with early warning signals, management cockpit prefabricated base, already performed: knowledge balance sheet project, already defined: factors, has already performed: reviews and analyses already identified: develop action potentials, indicators and metrics, key performance indicators and what they say, mapping measures set to influence factors, standard layout for indicators, demo sample for knowledge balance indicator Panel, features of selected indicators examplesThat standardized indicators blanks, mapping on measures and influence factors, indicators mapping process factors, indicators mapping success factors, indicators mapping human factors, indicators mapping structure factors, indicators mapping relationship factors, views: cf. Jorg Becker: Management cockpit of the intellectual capital report, ISBN 978-3-8370-4654-0. The management cockpit of a company used benchmarks indicating whether there is something rather better as more bad to look at. Can be read but from a normal balance, as the vital knowledge base has evolved in recent years? Or how the Central fields of expertise have impacted on the success of the business? It is the assessment of the knowledge thus acquired an imbalance if, for example, large sums are invested in education and training, but only a few cents in the.
What good is knowledge if it is not adequately perceived? In contrast to sophisticated financial systems of measurement is the measurement of intellectual capital, often in the dark. Unlike in financial management can be built when accounting knowledge not readily on a generally accepted instruments of indicators. For this reason, also may also have other ways must be taken and tested. Without appropriate indicators, the company would pull without compass or feedback-ads in a market full of dynamics and risks. The indicators, for example, for the addition of business reports, credit documents, grant applications and management reports to the knowledge balance sheet “end-mounted” might be of interest. CF. Jorg Becker: management cockpit of the intellectual capital report, ISBN 978-3-8370-4654-0 Jorg Becker
