Author's Foreword.

1. Introduction to I-Stuff.

What Are Intangibles?

The Impact of Intangibles on Organizations.

A Brief History.

2. The Einstein Value Strip.

The Difference between I-Stuff and IP.

I-Stuff Management Activities.

The Einstein Value Strip.

 3. Building a Portfolio of I-Stuff.

What Building Stripe Companies Are Trying to Accomplish.

Best Practices for the Building Stripe.

Conclusion: Beyond Building.

4. Leveraging the Portfolio of I-Stuff.

What Companies on the Leveraging Stripe Are Trying to Accomplish.

How Companies Leverage Their I-stuff.

Best Practices for the Leveraging Stripe.

Developing a brand management capability.

Developing a corporate brand.

Extracting value from the brand.

Conclusion: Beyond Leveraging.

5. Integrating the Portfolio of I-Stuff.

What Integrating Stripe Companies Are Trying to Accomplish.

I-Stuff Strategies.

Managing across Organizational Boundaries.

Measuring the Value of Intangibles.

Best Practices for the Integrating Stripe.

Conclusion: Beyond Integrating.

6. Sustaining the Corporation through I-Stuff.

What Is Sustainability?

The Characteristics of Sustainable Corporations.

Why Are Stakeholders Important?

Sustainability and I-stuff Reporting.

What Sustaining Stripe Companies Are Trying to Accomplish.

Best Practices for the “Sustaining” Stripe.

Conclusion:  Beyond Sustainability.

7. Proctor & Gamble Progressing Beyond IP.

Changing a Corporate Culture.

The Promise of Intellectual Assets.

Moving the Technology Forward.

“Connect and Develop”.

Mining Know How.

Reliability Engineering.

The Value of Employees.

Appendix A: How Countries and Regions are Helping Their Companies Create Value from Intellectual Capital.

Introduction.

Consequences of the Knowledge-Based Economy.

The Role for Regions and Countries.

Snapshots of Some Countries that Have Invested in ICM.

Future Roles for Governments.

Appendix B: The I-Stuff Value Matrix.

Defensive Value.

Offensive Value.

Revenue-Generating Value.

Cost-Avoidance Value.

Strategic Positioning Value.

Appendix C: Updating the Concept of Complementary Business Assets.

A Decade of Working with CBAs.

Ideas Alone Are Not Enough.

Conclusions.

Appendix D: Updating the Concept of a Business Model.

Introduction.

The Academic Literature.

The Business Literature.

The ICM Gathering View.

Business Models—A Working Definition.

A Business Model Engine.

Creating a Business Model.

Business Model Implications for I-Stuff.

Appendix E: New Concepts in Measuring Value.

The Inherent Limitations of Traditional Accounting Measurement.

Innovations in Value and Performance Measurement.

Measurement Concepts.

Measurement Criteria

Appendix F: Creating an I-Stuff Strategy.

Step One: Create A Statement of Mission.

Step Two: What Is A Strategic Vision?

Step Three: Outline the Corporate Business Strategy.

Step Four: Identify the kinds of value the Organization’s I-stuff can Provide.

Step Five: Outline, discuss, and finalize the Organization’s I-stuff Strategy.

Index.