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Rationalize Intellectual Asssets

Rationalize Intellectual Assets

What is the best way to rationalize intellectual assets? Rationalizing any process is a method that helps you create a system for how you examine some elements in your business. In actuality, you are debriefing the business into its component parts contributing to the whole.

  • Rationalize intellectual assets as a process of detailing and expanding your portfolio.
  • Rationalization is a reordering of your perspective and vision. It is a shift in focus toward future opportunity.
  • Rationalize Intellectual Assets [RIA] is a reordering of your market strategy around your product and service portfolio.

Intellectual Assets are patents, trademarks, and copyrights. These assets apply to intellectual proprietary properties. These are properties you create directly within your expertise portfolio.

You will observe as you reorganize how you codify, classify and arrange your array of assets, you:

  • Reveal where to improve your production efficiency
  • Create precision in your core operational function
  • Divest low-performance assets in favor of high-performance intellectual properties

You can fine-tune your strategy around financial markets and use the portfolio concept. For example, when measuring how your portfolio yields a return, examine each category. You will discover you have an advantage.

Your advantage develops from you narrowing the gap between financial tactics and financial strategy with an [RIA] system

Your gap, in this case, is your sweet spot in calculating to measure the return on your portfolio of assets.  How you view your efficiency, function, and performance helps you rationalize and catalog your intellectual assets.

When you rationalize you –

Reveal Where to Improve Your Production Efficiency

Every process in your business is an essential system. Your system as a start point that ends at a touch point. As a result, a touch point is your point of conversion in your system.

Your conversion points map to your revenue performance which is tracked through each process of your system.

As you move closer to isolating the path of that system, you attain pivot points of:

  • Effectiveness in your business operations
  • Proficiency in your creative know-how to design systems the function seamlessly end-to-end in your business processes.
  • Overall effectiveness in the results and outcomes that your audience expects

Now you might not have been aware that you own a series of several processes. In other words,  you use your series on the operations and production side of your business.  When you reveal the processes unique to your business, you expose the intellectual property of the process.  You have an essential element contributing to your Intellectual Asset Portfolio.

Create Precision in Your Core Operational Function

Precision is the strategic planning you and your team design to leverage uniqueness. The uniqueness is the innovation within your solution to problems your customers experience and want to solve.

  • Your delivery system is a quantity embedded in your operations.
  • You can use this quantity to establish a weighted measurement of each project within your portfolio.
  • Your weighted measure is sensitive to changes in your project. The changes you must make in servicing customer demand signals the direction of fluctuation in your project.

Precision systems paired with weighted measures can show you early in your project whether or not it will be profitable. However, you will want to apply further analysis. After that your analysis will reveal areas of detail that you may include in your conclusion.

This metric is not hard to calculate.  It creates a precise tool for measuring distance and time. In addition, all precision contains bias, inaccuracy.  Most importantly, precision can be imprecise and closer to accurate.

What you have is a metric that serves as a tuning fork.  In other words, you are mapping your revenue performance.  It signals you in relation to your cash flow where your course corrections are best applied.


Divest Low Performing Assets In Favor Of High-Performance Intellectual Properties

In combining efficiency and precision you invariably uncover how well your projects perform across categories.  As a result, you are able to separate assets by performance.

For instance, consider two projects within a portfolio.  Project A is a high performing project.  Project B is a low-performance project.  Fluctuations in the metrics on both projects signal the positive or negative cash flow through your business.  On the first day of the week, you note Project A is a high performer with a metric of +1 and Project B is a low performer with a metric of -1.

Each day in daily operations, adjustments are made within both projects.  Consequently, at the end of the week, your metrics show Project A has a metric +0.25 and Project B’s metric is +1.5.

It is tempting to think Project B is a better performer but this may not be the case.  What is possible is how you interpret the precision of your metric.  By inverting your perception and your interpretation of the metric, or, adjusting your bias, you discover, Project A was a poor performer from the start.

This is a shift in your perspective with a tool that gives you the necessary clarity to know how your business is performing. This level of clarity expresses how well cash flow is moving through your business.

Map both projects with the appropriate Intellectual Properties and you have the framework for active paths to revenue as outcomes of Rationalized Intellectual Assets.

Discover more techniques to guide you.

Our Revenue Accelerator Blueprint system gives you the right tools to create the precision operation you really want in your business.