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Table Of Contents

Explaining the Foundations of False Projection
THE ACCOUNTING INDUSTRY
THE PROBLEM WITH ACCOUNTING
WILL THE ACCOUNTING INDUSTRY BECOME OBSOLETE?
ACCOUNTING MEASURES CONTRACTUAL PERFORMANCE
Offer
Acceptance
Consideration
Capacity
Contractual Intent
CONTRACT LAW AND INTANGIBLES
Costs of False Projection
Long-Term Impacts: Lag +1 Analysis
Expense Types
Expense Conversion
Linfeing Expense Conversion with Time
Long-Term Impacts: Lag +2 Analysis
Societal Concerns with False Projection
TWENTY-FIRST-CENTURY VALUE MANAGEMENT
Stage 1: Time-to-Market
Significant Time
Significant Unrecoverable Expenses
Unreco\erable Time
Stage 2: Market Penetration
Premium Pricing
Free Pricing
Penetration Pricing
Cost Pricing
Liquidation Pricing
Value-Based Pricing
Stage 3: Market Growth
Stage 4: Saturation
Price Wars
Redundancies
Reinvention
Stage 5: Industry Obsolescence
The Extinction Cycle
CONTRARIAN MANAGEMENT
WHAT WENT WRONG?
THE KNOWLEDGE-BASED ECONOMY
CHANGING EMPLOYMENT CONDITIONS
RESOURCE TYPES AND ECONOMIC SYSTEMS
INTANGIBLE MANAGEMENT
INTANGIBLE CHARACTERISTICS
THE SOLUTION
INTANGIBLE VALUE
UNDERSTANDING INTANGIBLES
THE BOTTOM LINE
Source Intangibles
Intangible Source Analysis
Superior Sources (IIS1001.D40)
Inversion Sources (IIS1001.D44)
Destination Intangibles
Knowledge Assets
Information Infrastructures
Interaction Infrastructures
MAKING IT PRACTICAL
INTANGIBLE MAPPING ANALYSIS
DOUBLE-ENTRY INTANGIBLE ACCOUNTING
LINKING INTANGIBLE TRANSACTIONS TO FINANCIAL PERFORMANCE
CONTRACTS AND THE KBE
Precontractual Assessments
Practically Applying Intangible Economics
Contractual Assessments
Repeat Business
Referred Business
Postcontractual Assessments
Interpretation Distortion
Comprehensive Value
Intangible Categories
INTANGIBLES CREATE TANGIBLES
THE IIS5001 MODEL
INTEGRATING IIS5001 INTO CURRENT SYSTEMS
INPUTS INTO THE IIS5001 SYSTEM
APPLICATION OF INTANGIBLE STANDARDS
THREE-LEVEL MANAGEMENT
How THE THREE LEVELS RELATE
Exploring Causal Relationships
OPERATING STRUCTURES
TANGIBLE OPERATING STRUCTURES
Tangible Resources
INTANGIBLE OPERATING STRUCTURES
INTANGIBLE RESOURCES
LEGAL INTANGIBLES
Ownership
Represented Value
Classifying Legal Intangibles
COMPETITIVE INTANGIBLES
Recognizing Competitive Intangibles
Identifying the Impact of Competitive Intangibles
Classifying Competitive Intangibles
INTANGIBLE LAWS
THE FIRST LAW OF INTANGIBLES
THE SECOND LAW OF INTANGIBLES
THE THIRD LAW OF INTANGIBLES
THE FOURTH LAW OF INTANGIBLES
THE FIFTH LAW OF INTANGIBLES
THE SIXTH LAW OF INTANGIBLES
THE SEVENTH LAW OF INTANGIBLES
THE EIGHTH LAW OF INTANGIBLES
ANOMALIES AND EXCEPTION CLASSES
THE PROBLEMS WITH ACCOUNTING
FORM vs. SUBSTANCE
THE ACCOUNTING VIEWPOINT
BEYOND CONVENTIONAL STRATEGY
ASSETS AND EXPENSES
Expenses
Why Make This Distinction?
Assets, Expenses: Why the Big Deal?
Enter Accounting and Finance
The Assets—Expenses Distinction
UNCOVERING FINANCIAL HEALTH
BOOKKEEPERS AND ACCOUNTANTS
NEW BASIS OF MEASUREMENT
TIME TRANSACTIONS
INTANGIBLE ACCOUNTING
Intangible Accounting Standards
Organizations and Staffing Levels
Understanding Revenue
Linking Revenue and Time
Linking Expenses and Time
Linking Changes in Expenses to Changes in Revenue
Expense Quality
Profit Is Not a Function of Expenses
Using Intangible Accounting Systems
INTANGIBLE ACCOUNTING REPORTS
INTANGIBLE T-ACCOUNTS
TANGIBLE T-ACCOUNT TYPES
CONVENTIONAL ASSETS
CONVENTIONAL LIABILITIES
CAPITAL
REVENUE
EXPENSES
PROFIT OR LOSS
TANGIBLE DOUBLE-ENTRY BOOKKEEPING
VALUE DOUBLE ENTRY
DOUBLE-ENTRY BOOKKEEPING RULES
VALUE MANAGEMENT STAGES
Chart of Accounts
Trial Balance
Financial Statements
ENTER ACCOUNTING
INTANGIBLE BOOKKEEPING IN PRACTICE
WHAT THIS REALLY MEANS
INTANGIBLE MANAGEMENT POTENTIAL
THE EMPLOYEE DILEMMA
Minimizing Ongoing Intangible Costs
HOW TO IMPLEMENT INTANGIBLE MANAGEMENT
PROPOSITION 1: MONEY IS TIME
PROPOSITION 2: EMPLOYEES CREATE TIME
Another Example
PROPOSITION 3: EMPLOYEE VALUE IS MISUNDERSTOOD
Valuing Employee Contributions
Mutual Codependence
Benchmarking Employee Performance
Applying the Hourly Productivity Formula
Capturing Net Employee Benefit
UNDERMINE LONG-TERM CORPORATE VIABILITY
Dual Scenario Analysis
President A—Intangible Management + Downsizing
President B—Intangible Management Only
Innovation Adoption Policy
Change Integration Policy
Employee A—Old Methods, Old Technology
Employee B—New Methods, New Technology
Applying the Law of Time Productivity
Lags or Time Delays
PROPOSITION 7: HUMAN INTERACTION COSTS MUST
PROPOSITION 8: 55% PRODUCTIVITY
Value Addition, Not Activity
Busy Activities
PROPOSITION 9: EQUAL APPLICATION
THE LAW OF TIME ACCUMULATION
APPLYING THE LAW OF TIME ACCUMULATION
THE LAW OF ORGANIZATIONAL TIME DETERMINATION
THE LAW OF TIME VALUATION
VALUING TIME SAVINGS
DETERMINING WAGE COSTS
DETERMINING REVENUE EXPANSION
KNOWLEDGE COSTS AND INFORMATION COSTS
Knowledge Assets—Valuation Principals
MANAGING INTANGIBLE COSTS
WHAT ARE INTANGIBLE COSTS?
IDENTIFYING INTANGIBLE COSTS
UNDERSTANDING INTANGIBLE COSTS
Level 1 Intangible Cost Barriers
Interpreting LI Cost Curves
EMOTION AND TIME STUDIES
BENCHMARKING STAFF PRODUCTIVITY
ENHANCING ORGANIZATIONAL PERFORMANCE
THE EFFECTS ON REVENUE PER EMPLOYEE
HOW PRODUCTIVE IS YOUR STAFF?
ASSESSING ORGANIZATIONAL NONPRODUCTIVITY
ASSESSING ORGANIZATIONAL POTENTIAL
A CRITICAL ISSUE
BENCHMARKING REVENUE PRODUCTIVITY
Level 1 Revenue Productivity Benchmarking
Level 2 Revenue Productivity Benchmarking
LI Operating Efficiency
LI Operating Deficit
L2 Operating Efficiency
L2 Operating Deficit
L3 Operating Efficiency
L3 Operating Deficit
UNDERSTANDING REVENUE PRODUCTIVITY ANALYSIS
REDUCING INTANGIBLE COSTS
INFORMATION COSTS
REVIEW AND SEARCH COSTS
Analyzing the Data
Individual Daily Analysis
Group Daily Analysis
INFORMATION COST REDUCTION
IIS21001 KNOWLEDGE REENGINEERING STANDARD
A QUICK INTRODUCTION TO HS21001
OTHER NONPRODUCTIVE AREAS
ONCE ACTIVITIES HAVE BEEN AUDITED
ESTIMATING COMPUTING KNOWLEDGE COSTS
BENCHMARKING SOFTWARE COSTS
DETERMINING INTANGIBLE BREAK-EVEN BUDGETS
BREAK-EVEN BUDGETING
INFORMATION DEPENDENCY
MANAGING CORPORATE INFORMATION FLOWS
INFORMATION FLOW MANAGEMENT
ADJUSTING THE CORPORATE INFORMATION CULTURE
UNDERSTANDING INFORMATION LOCK
WHAT GENERATES INFORMATION LOCK?
EVER INCREASING NEGATIVE CONVERSION
How WE ANALYZE INFORMATION
THE INFORMATION QUALITY TEST (IIS21001.P10)
INFORMATION DESKILLING
KNOWLEDGE REENGINEERING
AUTONOMOUS PROCESSING RATE
Information Value Dilution Rate
Time-Revenue Suspension
IIS21001 KNOWLEDGE REENGINEERING STANDARD
Critical Mass
CORE CHARACTERISTIC
IIS21001 APPLIED TO INFORMATION
HS21001 AND SUMMARY
EXPLAINING THE FIGURE
Conventional Summary
IIS21001
How HS21001 KNOWLEDGE REENGINEERING WORKS
Information Anorexia
IIS21001 KNOWLEDGE REENGINEERING METHODS
INFORMATION RESTRUCTURING
FOUNDATION ANALYSIS
KNOWLEDGE REFORMULATION
FOUNDATION MAPPING
ERASURE ANALYSIS
Erasure Rounds
Erasure Diagrams
RELEARNING ANALYSIS
INFORMATION ENHANCEMENT
EXPONENTIAL LEARNING TECHNIQUES
BOTTOM LINE ORIENTED
EXAMPLE 1: 73% COMPRESSION AND REENGINEERING
ASSESSING THE BENEFITS
EXAMPLE 2: 58% COMPRESSION AND REENGINEERING
REDUCING INFORMATION OVERLOAD
EXAMPLE 3: 91% COMPRESSION AND REENGINEERING
EXAMPLE 4: 86% COMPRESSION AND REENGINEERING
PUTTING INTANGIBLES IN CONTEXT
BENEFITS AND COSTS
FINANCIAL TRANSACTIONS
EXTENDING MANAGEMENT SYSTEMS
Quarter 1: Precontractual Rights
Quarter 2: Contractual Performance
Quarter 3: Financial Performance
Quarter 4: Organizational Performance
Competitive Periods
Understanding Growth Factors
Understanding Referral Factors
THE WAGE-REVENUE NEXUS
THE ROLE OF EMPLOYEES
ASSESSING INTANGIBLE MANAGEMENT EFFICIENCY
EFTE Intangible Efficiency Ratio
Determining Organizational Intangible Cost Structures
Negative Conversion
NONPRODUCTIVE TIME
Productive time
PRODUCTIVE TIME
Negative Conversion Generates Intangible Costs
Positive Conversion Reduces Intangible Costs
Positive Conversion and Artificial Employment
Getting What You Pay For
NONDISRUPTIVE CHANGE
INTANGIBLE COST ANALYSIS
IIS4002 INTANGIBLE COST MANAGEMENT STANDARD
LOWEST TANGIBLE COST RULE
A COMPLEMENTARY SKILL: COST QUALITY
COST QUALITY
IIS4002 Inferior Cost Quality
Level 1 Inferior Cost Quality
Level 2 Inferior Cost Quality
Level 3 Inferior Cost Quality
Level 4 Inferior Cost Quality
IIS4002 Superior Cost Quality
Level 1 Superior Cost Quality
Level 2 Superior Cost Quality
Level 3 Superior Cost Quality
Level 4 Superior Cost Quality
Statistical Combination Theory
IIS4002 Hybrid Cost Quality
Level 1 Hybrid Cost Quality
Level 2 Hybrid Cost Quality
Level 3 Hybrid Cost Quality
Level 4 Hybrid Cost Quality
SUMMARIZING COST QUALITY
THE MANAGEMENT RAMIFICATIONS OF COST QUALITY
INTANGIBLES AND ORGANIZATIONAL PERFORMANCE
DETERMINING INTANGIBLE VALUE
Old Methods: Why They Cannot Solve the Problem
New Methods: Solving the Problem
INTANGIBLE STRATEGIC MANAGEMENT
INTANGIBLE STRATEGIC MEASUREMENT
Subjective Strategic Measures
Downfall 1: Incorrect Formation
Downfall 2: Comparability
Downfall 3: Underlying Component Changes
Objective Strategic Measures
THE THEORETICAL SPECIFICATION OF ECONOMIC PROFITS
THE EMPIRICAL MEASUREMENT OF ECONOMIC PROFITS
INDEX
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Intangible Management

Intangible Management

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Published by: sanchezj20 on Jan 07, 2013
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