Einstein in the Boardroom: Moving Beyond Intellectual Capital to I-Stuff

Acknowledgments.
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 ae 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.