Facing an increasing competitive environment, firms have needed to engage in continuous change and the classic economic laws have shown their limitation in facing such a complicated economic context.
The Areopa Group, after years of research and development created a system of valuing intangible assets linked to an organization, making us the only experts in the world of knowledge management.
INTELLECTUAL CAPITAL MANAGEMENT AND ACCOUNTING
Intellectual Capital is the sum of employee expertise, and other intangibles that contibute to a company's bottom line.
It is considered an asset and can broadly be defined as the collection of all informational resources a company has at its disposal that can be used to drive profits, gain new customers, create new prodcts, or otherwise improve the business.
Areopa's 4 Leaf Model identifies 15 categories of intellectual capital implementing 10 steps for managing intellectual capital from identification to identifying the IC valuation and creating the IC Balance Sheet in compliance with IAS 36 and 38.
APPLIED KNOWLEDGE MANAGEMENT
There are many definitions of knowledge. When we discuss the creation of organizational knowledge we are referring to the capability of an organization as a whole to create new knowledge, disseminate it throughout the organization and embody it in products, services and systems. Intellectual Capital, we define the 4-Leaf Model of IC. A company’s Intellectual Capital or Knowledge base is usually determined as the sum of its human capital (talent), structural capital (intellectual properties, methodologies, software, documents, and other knowledge artifacts), and customer capital (client relationships). These intangible assets or Intellectual Capital are to a high extent related to relationships with the customers and suppliers, and with the employees and partners of the company.
"People are not against change, but against being changed."
In these times of economic volatility, competitors are moving at lightning speed. They are agile and innovative. Those organizations that make change happen do so continuously. Areopa uses all possible elements to reach and does not apply only a given theory. Business is money, therefore all our objectives are always valued in money terms.
Areopa uses 15% explicit knowledge plus 85% tacit knowledge, while competition uses only its (15%) explicit knowledge. All detailed analyses are based on Level 3 processes (Practical Knowledge), deeper than the competition. We perform real quantitative measurements.
RISK ASSESSMENT & MANAGEMENT
In any Company, processes must be continuously improved and renewed, in order to keep the competitiveness. Even when things seem to go right, the Company should be reviewing what they are doing, and rethink permanently.
In fact, this is the base of (digital) transformation. It is not uploading to the cloud what we are currently doing, but to rethink the way we are doing it… and then use the technology (whatever it is needed) to improve the speed, scope, reach or quality of service.
At Areopa the approach to Risk Assessment and Process Performance, is holistic, meaning that it considers every aspect.
The Areopa Group is a Knowledge Management organization that has developed methodologies and tools to manage and value a company’s Intellectual Capital.
Our Core TOOLS include:
“Areopa specialises - and is recognised - as a thought leader in the area of intellectual capital and intellectual capital valuation and measurement. Ludo has extensive experience in these domains and has been part of several European Commission sponsored working groups on IP valuation
EU DG RESEARCH AND INNOVATION
“Ludo is Founder and President of Areopa which works with various organisations globally including with a breakthrough (“Holy Grail”) area of Knowledge Management which is about valuing Intellectual Capital (IC) – this is impressive to see.”
MBDA UK LIMITED
ADDED MONETARY VALUE
“IND, used the Areopa know-how to develop an investment memorandum based on the IC value of IND. This exercise made it possible for IND to raise 65% more new capital than they would have raised using classical techniques such as DCF or NPV calculations."
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