The New Organizational Wealth

More and more, companies are deriving value from their intangible assets, such as their employee's creative ideas, their customer's loyalty, their ability to attract and keep prestigious accounts, their innovative products and services, their popular brand names, and their reputation. Foremost among them are the "Knowledge Organizations" — companies that employ highly skilled, highly educated people who sell their knowledge and talent rather than (or as well as) products — which make up the fastest growing business sector today.

The New Organizational Wealth shows how some of the fastest-growing, most profitable companies are discovering that potentially limitless revenues can flow from their firm's intangible assets — the ability of employees, customers, and even suppliers to create new concepts, models, products, and services.

The New Organizational Wealth is the first book to provide tools for measuring such intangible assets as competent and creative employees, patents, brand names, or company reputation. Using numerous real-life examples, Karl-Erik Sveiby gives practical advice on how to create a knowledge-focused strategy and shows:

• how to tap customer and employee knowledge to build a more successful organization;
• how you manage people whose value lies in what's in their heads;
• how you gain revenues from intangible assets; and
• ow you can prove the value of your publishing company, or bookstore, or architectural firm to the bans.

Sveiby goes beyond the soft "people are our number one priority" approach to show the profound impact of intangible assets on the financial bottom-line.

• Part One: The Era of the  Knowledge Organization
• Chapter 1: The New Wealth: Intangible Assets
  
• Chapter 2: Tapping into the Limitless Resources of the Knowledge Era
  
• Chapter 3: What is Knowledge? What is Competence?
  
• Chapter 4: The Key Activity in Knowledge Organizations: Transferring Knowledge
• Part Two: Managing Intangible Assets
• Chapter 5: The Four Power Players in the Knowledge Organization
• Chapter 6: Keys to Developing and Utilizing Professional Competence
  
• Chapter 7: Building Internal Structure to Support Knowledge Transfer
• Chapter 8: Improving Efficiency and Effectiveness through Internal Structure
  
• Chapter 9: Managing External Structures to Maximize Knowledge Assets
• Chapter 10: Comparing Knowledge-Focused and Information-Focused Strategies
• Part Three: Measuring Intangible Assets
• Chapter 11: The State of the Art of measuring Intangible Assets
  
• Chapter 12: Measuring Competence, Internal Structure, and External Structure
  
• Chapter 13: Implementing Systems for Measuring Intangible Assets
  

The stuff that started it all (not really, but at least by the Swede that started it). It could be better written, as some of the examples are from failed companies, and some things seem a bit naive today.

But it is worthwhile reading, anyway.