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Fraunhofer IPK, Berlin
Seminar on “Get Ready for an Innovation Explosion”BangkokJuly, 24th 2014
Prof. Dr.-Ing. Holger KohlDirectorCorporate ManagementFraunhofer IPKBerlin – Germany
BenchmarkingThe effective tool for the Innovative organization
Fraunhofer IPK, Berlin
Agenda
What is Benchmarking2
4 Intellectual Capital
3 Introduction to BenchmarkIndex
The Fraunhofer Gesellschaft1
Fraunhofer IPK, Berlin
The Fraunhofer-Gesellschaft
Fraunhofer is the largest organization for applied research in Europe.
Our Customers:
Industry
Service sector
Public administration
Fraunhofer IPK, Berlin
Fraunhofer is the largest organization for applied research in Europe
66 institutes and independent research units
The majority of the more than 22,000 staff are qualified scientists and engineers
An annual research volume of €1.9 billion, of which €1.6 billion is generated through contract research. More than 70 percent of this research revenue derives from contracts with
industry and from publicly financed research projects. Almost 30 percent is contributed by the German federal government and the
Länder governments in the form of institutional financing.
International collaboration through representative offices in Europe, the US, Asia and the Middle East
Fraunhofer IPK, Berlin
66 institutes and independent research units
more than 22,000 staff
Budget ca. 2.2 billion €
The Fraunhofer-Gesellschaft Main locations of the Fraunhofer Institutesand Research Institutions in Germany
Fraunhofer IPK, Berlin
BostonPlymouth
East LansingSan José
NewarkMaryland
Cambridge
LondonVancouver
Santiago de Chile
Salvador
São PauloCampinas
Sydney
Dubai
Bangalore
Jakarta
AmpangSingapore
Beijing SeoulTokyoSendai
Cairo
Jerusalem
Brussels
Porto
Vienna
Bolzano GrazBudapest
Wrocław
Gothenburg
Thessaloniki
Glasgow
Paris
Southampton
Subsidiary Center Project Center ICON / Strategic Cooperation Representative / Marketing Office Senior Advisor
87,5 Mio €
(2012, without subsidiaries, without licensing)
International activities and revenues worldwide
>10 Mio € 8-10 Mio € 6-8 Mio € 4-6 Mio € 2-4 Mio € 1-2 Mio € 0,5-1 Mio €
Stellenbosch
Fraunhofer IPK, Berlin
Fraunhofer international activities
Fraunhofer IPK, Berlin
Fraunhofer IPK, Berlin
Fraunhofer Representative Offices and Senior Advisor in Asia
Representative Office KoreaJoowahn Kim
Representative Office IndiaAnandi Iyer
Representative Office BeijingXiading Han
Representative Office JapanDr. Lorenz Granrath
Representative Office IndonesiaDr. Ida-Bagus Kesawa Narayana
SeoulBeijing
Bangalore
Tokyo
Jakarta
Ampang
Senior AdvisorMalaysiaDr. Ahmad B. Ibrahim
Fraunhofer IPK, Berlin
Production Technology Center - Berlin
Quality ManagementProf. Dr.-Ing. R. Jochem
Virtual Product CreationProf. Dr.-Ing. R. Stark
Corporate ManagementProf. Dr.-Ing. H. Kohl
Production SystemsProf. Dr. h. c. Dr.-Ing. E. Uhlmann
Medical TechnologyProf. Dr.-Ing. E. Keeve
Fraunhofer-GesellschaftInstitute for Production Systems and Design Technology (IPK)
Assembly Technology and Factory ManagementProf. Dr.-Ing. G. Seliger
Industrial Automation TechnologyProf. Dr.-Ing. J. Krüger
Machine Tools and Manufacturing TechnologyProf. Dr. h. c. Dr.-Ing. E. Uhlmann
University of Technology BerlinInstitute for Machine Tools and Factory Management (IWF)
Industrial Information TechnologyProf. Dr.-Ing. R. Stark
Quality ScienceProf. Dr.-Ing. R. Jochem
Joining and Coating TechnologyTemporary Administration: Prof. Dr.-Ing. R. Stark
Micro Production TechnologyProf. Dr. h. c. Dr.-Ing. E. Uhlmann
Joining and Coating TechnologyProf. Dr.-Ing. Michael Rethmeier
Automation TechnologyProf. Dr.-Ing. J. Krüger
© Fraunhofer IPK 2014
Facts and Figures 1986 IWF and IPK move into PTZ 517 employees (scientists, service and students) More than 70 test areas and 7 special laboratories on about
7 100 m² Budget of 24,6 Mio. Euro in 2009 Spin-offs and start-ups by 12 % of former staff members
Mission and Goals Fundamental research and education as well as applied
research and development Optimization of industrial processes – from the product idea
through to product development, design and manufacture Fast transfer of R&D results into practical applications Cost-effective and environmentally friendly solutions for
SME
Production Technology Center in Berlin
Fraunhofer IPK, Berlin
München
Holzkirchen
Freiburg
Efringen-Kirchen
FreisingStuttgart
PfinztalKarlsruheSaarbrücken
St. IngbertKaiserslautern
DarmstadtWürzburg
Erlangen
Nürnberg
Ilmenau
Schkopau
Teltow
Oberhausen
Duisburg
EuskirchenAachen St. AugustinSchmallenberg
Dortmund
PotsdamBerlin
RostockLübeck
Itzehoe
Braunschweig
Hannover
Bremen
Bremerhaven
Jena
Leipzig
Chemnitz
Dresden
CottbusMagdeburg
Halle
Fürth
Wachtberg
Ettlingen
Holzen
Oldenburg
Freiberg
Paderborn
Kassel
GießenErfurt
Augsburg
Oberpfaffenhofen
Garching
Straubing
Bayreuth
Bronnbach
Prien
Tools and Practices for implementing successful innovation
Corporate Planning and Logistics
Management of Innovation Systems
Balanced Scorecard
Process Management Knowledge Management
Information Centre Benchmarking
Corporate Management
Management of Intellectual Capital
© Fraunhofer IPK 2014
Established in 1994 as first Benchmarking Centre in Germany
Partnership with numerous companies
Founding member of the Global Benchmarking Network (GBN)
Founding member of the European SME Benchmarking Network (ESBN)
Experience trough initiating and conducting BM-Projects in industry, the service sector and the public sector
Information Centre Benchmarking (ICB)
© Fraunhofer IPK 2014
Homepage of ICB - www.benchmarking.fhg.de
© Fraunhofer IPK 2014
IZBBenchmarking-
Network
ESBN SME Development
Network
GBN Global Benchmarking
Network
Information Centre Benchmarking (ICB) - Networks
© Fraunhofer IPK
>>Valley of Death<< of Innovation as a challenge for innovation systems
Government
Basic Research and Invention
Enterprises and founding investors
Prototypes, Demonstration
and Market Analysis
Venture Capitalists
Early Commercialization
Creditors and investors
Market Entry and Growth
Typical
Investors
Core
Activities
Ava
ilab
ility
of
Cap
ital
>>Valley of Death<<
© Fraunhofer
Universities perform excellent scientific
research
Research cycle
Innovation cycleRTOs bridge the
innovation gap with technological R&D
Innovativecompanies createnew products
Intensive exchange with society
Societal challenge as future markets - being ready for global competition
Fraunhofer’s position in the German Innovation System
close cooperation with universities, every Institutes Director is also Professor at this University
close cooperation with Max-Planck-Institutes
collaboration with international centers of excellence
professional R&D services to industry
demand driven research combined with scientific excellence
autonomy of institutes combined with simple corporate rules
working in networks
research services for SME as well as industry (~50/50)
Research services for high-tech companies (>3,5 % R&D) as well as non R&D- intensive companies (0-3,5%)*
Close affiliation with industry through Fraunhofer advisory boards
* euqally important factor in national innovation avtivity;see O. Som (Fraunhofer ISI): Innovation without R&D, Springer 2012
© Fraunhofer IPK 2014
Agenda
What is Benchmarking2
4 Intellectual Capital
3 Introduction to BenchmarkIndex
The Fraunhofer Gesellschaft1
© Fraunhofer IPK 2014
Innovation
National Wealth
World standard products
Competitive productionprocesses
Intellectual Capital
Human CapitalUse technology
Structural CapitalManage technologyRelational Capital
Communicate technology
BenchmarkingIntellectual Capital
Statements
Development of Economy - Innovation System
© Fraunhofer IPK 2014
1993 2000 2006 2008 2010
1. Mission and Vision Statements
1. Strategic Planning 1. Strategic Planning 1. Benchmarking 1. Benchmarking
2. Customer Satisfaction2. Mission and Vision
Statements2. CRM 2. Strategic Planning 2. Strategic Planning
3. TQM 3. Benchmarking3. Customer
Segmentation3. Mission and Vision
Statements3. Mission and Vision
Statements
4. Competitor Profiling 4. Outsourcing 4. Benchmarking 4. CRM 4. CRM
5. Benchmarking 5. Customer Satisfaction5. Mission and Vision
Statements5. Outsourcing 5. Outsourcing
6. Pay-for-Performance 6. Growth Strategies 6. Core Competencies 6. Balanced Scorecard 6. Balanced Scorecard
7. Reengineering 7. Pay-for-Performance 7. Outsourcing7. Customer
Segmentation7. Core Competencies
8. Strategic Alliances 8. Strategic Alliances8. Business Process
Reengineering8. Business Process
Reengineering8. Change Management
Programs
9. Cycle Time Reduction9. Customer
Segmentation9. Scenario and
Contingency Planning9. Core Competencies 9. Strategic Alliances
10. Self-Directed Teams 10. Core Compentecies10.Knowledge
Management10.Mergers and
Acquisitions10.Customer
Segmentation
Source: Bain & Company - Management Tools and Trends 2011
Top 10 Management Trends and Practices 1993-2010
© Fraunhofer IPK 2014
Benchmarking is a systematic and continuous process, where the own performance is measured and compared with Best Practices in order to identify improvement potential.
Common Definition of Benchmarking
BestPractices
Benchmark
Participant 1“Best Practice”
P 3
Perf
orm
ance
P 2 P 4
Potential forimprovement=
Benchmark
Participant 1“Best Practice”
P 3
Perf
orm
ance
P 2 P 4
Potential forimprovement=
Fraunhofer IPK, Berlin
Benchmarking: Diagnoses vs. Medicine
Pizzazutaten Pizza(serviert)
Bestellwunsch
Bestellungdurch-geführt
Kunde(hungrig)
Service
backenvorbereiten servierenPizzarezept Zutatenbeschaffen
mit Kundensprechen
Bestellungaufnehmen
Bestellungweiterleiten
Servier-Auftrag
auslösen
Servier-auftrag
Service Küchenchef
Koch Ofen ServiceEinkauf
Küchen-abläufesteuern
Küchenchef
Pizzazutaten Pizza(serviert)
Bestellwunsch
Bestellungdurch-geführt
Kunde(hungrig)
Service
backenvorbereiten servierenPizzarezept Zutatenbeschaffen
mit Kundensprechen
Bestellungaufnehmen
Bestellungweiterleiten
Servier-Auftrag
auslösen
Servier-auftrag
Service Küchenchef
Koch Ofen ServiceEinkauf
Küchen-abläufesteuern
Küchenchef
Benchmark
Participant 1“Best Practice”
P 3
Perf
orm
ance
P 2 P 4
Potential forimprovement=
Fraunhofer IPK, Berlin
Major Types of Benchmarking
Structured by Benchmarking-Partners
Structured by applied Benchmarking Parameters
Structured by Benchmarking Object
Structured by Area of Application
Business Sectors Enterprises Framework Conditions
Product Strategy
Internal Branch oriented Branch independent
Indicators Business Processes
Process
Fraunhofer IPK, Berlin
Improvement potential – related to the type ofBenchmarking-Methods and Partners
External BenchmarkingGai
ning
Kno
wle
dge
on B
est P
ract
ices
Types of Benchmarking
Internal Benchmarking
Corporate orientedBest in Company
Trust orientedBest in Group
Competitive BenchmarkingBest in Competition
Branch orientedBest in Class
Branch IndependentBest Practice
Fraunhofer IPK, Berlin
Early application of the main idea
early 20th century
Henry Ford(assembly line)
First usage in other spheres1950 - 1970
Ohno Toyota(JIT)
Current BM Development1979 - 1999
Xerox(BM as a mgmt concept)
Historic milestones in Benchmarking
Fraunhofer IPK, Berlin
Early application of the main idea
early 20th century
Henry Ford(assembly line)
First usage in other spheres1950 - 1970
Ohno Toyota(JIT)
Current BM Development1979 - 1999
Xerox(BM as a mgmt concept)
Historic milestones in Benchmarking
Fraunhofer IPK, Berlin
Early application of the main idea
early 20th century
Henry Ford(assembly line)
First usage in other spheres1950 - 1970
Ohno Toyota(JIT)
Current BM Development1979 - 1999
Xerox(BM as a mgmt concept)
Historic milestones in Benchmarking
Fraunhofer IPK, Berlin
Benchmarking ExampleCost Benchmarking
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%Company A
production
best values =
Cost ReductionPotential for Company A:50% of the own administration costsby increasing efficiencyto the best value in thiscomparison (BU C)
weakest performance in this comparison
normalisation:- sold quantity- produced quantity
Fraunhofer IPK, Berlin
Just a few persons in charge areaccompanying the process
Example: Comparison and Measures
benchmarking-partnerautomotive industry
benchmarking-partnersemiconductor-industry
Fraunhofer IPK, Berlin
Best-Practice-Methods of benchmarking-partners for Lessons Learnt in project management
Identification of Best Practices by using process reference models
Fraunhofer IPK, Berlin
Intranet-based implementation of Best Practices Example: via Benchmarking – Process Assistant
Fraunhofer IPK, Berlin
Agenda
What is Benchmarking2
4 Intellectual Capital
3 Introduction to BenchmarkIndex
The Fraunhofer Gesellschaft1
© Fraunhofer IPK 2014
BenchmarkIndex:Benchmarking for small and medium-sized enterprises (SME)
Key-figure-based Benchmarking analysis(>100.000 Companies)
© Fraunhofer IPK 2014
Main productivity-obstruction in Germany
74% Classical management errors
- 45% Poor planning and control
- 17% Lack of supervision and leadership
- 12% Lack of communication
As well as
- Lack of qualifications
- IT Problems
- Lack of working morale
Source: Czipin & Proudfoot Consulting GmbH
Productivity problems in SME‘s in Germany
The value creation in germany‘s SME‘scan be increased by € 200 billion!
© Fraunhofer IPK 2014
Usage of resources / Knowledge of methods Limited financial resources Limited staff (project vs. daily business) Lack of benchmarking know-how
General problems of BM Data availability Skepticism from the opening to the outside
(especially competition) Barriers in minds („Not-invented-here-Syndrome“)
Motivation Positioning within the same industry Benchmarking requirements of the DIN ISO 9000:2000 /
QS 9000 / VDA 6.1. / TS 16949 Benchmarking as a precursor of the rating for SME‘s
(Basel II)
Initials situation of Benchmarking for SME‘sBarriers / Motivation
© Fraunhofer IPK 2014
Makes you aware of the „performance gap” of your
current position and your goal.
Determines the „size“ of the gap between you and your
competition – with this information an action-plan can be
established.
Provides data on the relative performance compared to the
strongest and weakest enterprise within the database.
What is the BenchmarkIndex capable of?
© Fraunhofer IPK 2014
Current Distribution of the BenchmarkIndex
UK
Ireland
Germany
NetherlandsPoland
CzechRepublic
Slovak Republic
Portugal
Spain
Italy
Greece
Austria
Australia
South-Africa
USA
UnitedArabic
Emirates
Singapore
South-Korea
Current Candidates :- Russia- Brazil- Croatia- Saudi Arabia- Kuwait- Bahrain
Lithuania
BiH
Malaysia
China - Beijing> 80.000 Financial Data> 22.000 Benchmarking-Data
© Fraunhofer IPK 2014
Financials
Customers Processes
Learning & Growth
Business– current performance– vision & goals– strategy– plans
Structuring of the KPIs within the BenchmarkIndexBalanced Scorecard
© Fraunhofer IPK 2014
Results analysis & Evaluation Stage Cause-effect relationships
CustomersCustomers
FinancialsFinancials
Learning & Growth
Learning & Growth
ProcessesProcesses
© Fraunhofer IPK 2014
Causes-Effects-Relationship for measure „Total Turnover Grows“
Learning & Growth Perspective
R & D Expenditures [%]
New Products and Services [%]
CustomerPerspective Sales on new Products and Services [%]
Customer Growth [%]
Financial Perspective
Total Turnover Grows [%]
Cau
ses
Effe
cts
Process Perspective Product to Market [Months]
© Fraunhofer IPK 2014
Stepwise Approach towards Best Practice
Identified GapsIdentification
of causesAction Plan
Figure I
First level question I
First level question II
Figure III
Figure IV
Figure II
© Fraunhofer IPK 2014
Step 2
Step 1
Step 3
Step 4 & 5
Step 6Annual
Repetition
Financial Perspective
Process Perspective
Completion of questionnaire
Data Transfer to the worldwide biggest Benchmarking Database for SMEs (>100.000 Companies)
Validation of Data
Report and Action Plan
CustomerPerspective
Learning & Growth
Perspective
Procedure of the BenchmarkIndex (1/2)
© Fraunhofer IPK 2014
A standardized questionnaire about enterprise data is filled out with support by an
“Advisor” within the enterprise.
The “Advisor” verifies and validates the data to eliminate errors and ensure comparability.
The data is sent to the central database and is compared within the industry (SIC-Code).
The data is evaluated and a report is generated.
A consultant presents the report and assists in developing an action plan.
The process should be repeated after about one year.
Procedure of the BenchmarkIndex (2/2)
Completion of questionnaire
Validation of Data
Data Transfer to Database
Report Action Plan
AnnualRepetition
© Fraunhofer IPK 2014
BenchmarkIndex Results – Graphic (Example)
© Fraunhofer IPK 2014
Strengths / Weaknesses analysis using detailed Key
Performance Indicators (KPI)
Utilization of the KPI‘s for the development / expansion of
an internal controlling-system
Classification of the enterprise within the industry
Industry trend-developments
By a combined interpretation of single KPI‘s of the report,
inefficient management techniques can be uncovered
E.g.: Duration of accounts payable / receivables
Conclusions on creditor / debtor management
or on an already existing loss of discounts
Evaluation results of the BM-Report
© Fraunhofer IPK 2014
1. Is the company making enough money?(Example)
Financial Perspective
Customer Perspective
Learning & Growth Perspective
Process Perspective
© Fraunhofer IPK 2014
Profit Margin too low?Profit Margin too low?
Company is not making enough
Money!
Company is not making enough
Money!
Return on Capital or Assets too low ?
Return on Capital or Assets too low ?
Results analysis & Evaluation Stage (Example)Financial Perspective
Net Profit Margin [%]
Return on Capital Employed [%]
Return on Net Assets [%]
Return on Total Assets [%]
Fixed Costs as a Percentage of Sales [%]
Staff Costs as a Percentage of Sales [%]
© Fraunhofer IPK 2014
Nr. Activity Reason Responsibility Finished
1 Quality Gates Scrap Rate < 2% Production depart. December, 31st, 2014
2 … … … …
3
4
5
6
7
8
9
10
11
12
Development of an Action Plan
Fraunhofer IPK, Berlin
International BenchmarkingCountry Comparison
Direct Employees/Indirect Employees (#)Results:- Concerning the Overhead, the weaker SMEs have 2.5 times indirect employees compared to the Best SMEs.
- Not optimised Business Processes could increase the effort of the Management tremendously.
Austria Germany Greece Ireland Italy Portugal UKSpain
Source: Cranfield University: Closing The Gap report
Fraunhofer IPK, Berlin
International BenchmarkingCountry Comparison
Results:- More then 50% of the SMEs do not have any R&D-Expenditure at all„Order Production - no Innovations“.
- Only the upper 25% of the Germany, UK, Ireland and Austria have R&D Expenditure per Turnover of more than 1%.
R&D Expenditure / Turnover (%)
Austria Germany Greece Ireland Italy Portugal UKSpain
Source: Cranfield University: Closing The Gap report
Fraunhofer IPK, Berlin
International BenchmarkingCountry Comparison
Results:- 25% of the SMEs do not generate any Income with New Customers, new Products or on new Markets
- The upper SMEs generate already 15% of their Turnover with new Income
- Germany is the best country among this comparison in terms of generating New Income
Total New Income / Turnover (%)
Austria Germany Greece Ireland Italy Portugal UKSpain
Source: Cranfield University: Closing The Gap report
Fraunhofer IPK, Berlin
BenchmarkIndex £38 million increase in profit
56% increase in productivity
75% users would recommend to others
77% businesses report BI helped them make changes
93% advisers satisfied with overall service
Source: Cranfield University: Closing The Gap report
a proven track record of successexample: UK
Fraunhofer IPK, Berlin
ProductDevelopment[Program Manager]
Policy[board]
Strategic Implementation[Project Manager]
Benchmarking Realization[BenchmarkIndex Advisors]
Strategic Framework„BenchmarkIndex“ Germany
Information Policy, Strategy,Management
Fraunhofer IPK, Berlin
Concept for an Enterprise Support Center
Development Center for Competitiveness & Innovation
Innovation Support
Engineering R&D Services Energy
Efficiency Process
Optimization Management
Systems
Best Practice Transfer
Visiting Programin selected areas QM HRM Market Analysis Performance
Management Advisory Board Auditors
Funding Systems for
SMEs Integration in
international clusters
Direct support for Integration of Strategic SMEs
International R&D Programs
Performance Analysis
BMI Strategic
Planning Innovation Audit Cluster
Monitoring
Best Practice Award
Factory / Cluster
BMI Data for Best
Factory Award
System
Annual Ceremony
Thai TOP 20
Export Support
Quality Requirements
Packaging Legal Issues Tariffs Matchmaking
with strategic industry clusters
Consultant Register(external and internal)
Assessment Tool for funding applications
Funding Support
Fraunhofer IPK, Berlin
Instrument Aim Tasks Results
Innovation Support
Provision of technology expertise to SME
‐ Collection of specific SME requirements and Needs‐ Provision of workshops and training courses for SME‐ Technology trend scouting‐ Support SME to find the right local consultant
‐ Annual SME requirements and Needs Report‐ Organized Workshops and training courses‐ Thai Technology Trend report
Performance Analysis
Monitoring competitiveness along Thai
‐ Benchmarking Index Analysis‐ Intellectual Capital Statement (ICS) for Thai‐ Technology Data collection (e.g. ISO certification), ‐ Auditing companies
‐ Up to date benchmarking Index for Thai clusters
‐ Annual Report about Thai ICS and conclusions‐ Technology Application Report
Best Practice Transfer
Support local cooperation to Increase Knowledge about best practices
‐ Organize visiting programs inside ASEAN Region‐ Organize visiting programs abroad‐ Organize Best Practice Transfer Workshops supported
by an advisory board
‐ Annual summary of Visits‐ Executive summary of Best Practice Transfer
workshops
Best Practice Award
Increase Visibility of Thai in terms of Best Practices
‐ Top 20 companies in Thai will be selected, indicators coming from benchmarking index and specific analysis
‐ Organize Award Event
‐ Annual TOP 20 Ranking Journal of Companies in Thailand
‐ Award Event
Funding Systems for SME
Support SME to implement new technologies
‐ Organize Information workshops regarding international funding opportunities
‐ Support financing of SME technology investments
‐ Information workshops‐ Monthly report for funding opportunities‐ Philippines SME support programs
Export Support
Improve export possibilities for local SME
‐ Provide guidelines for exporting to specific countries‐ Provide contact persons in other countries‐ Administrative and legal support through consultants
‐ Export Guidelines annually updated
Consultancy Register
Provide excellent consultancy resources to SME
‐ Establish a qualified list of consultants for each topic‐ Provide consultancy training and certification for
applying specific instruments (e.g. benchmarking index)
‐ Consultants list – updated‐ Training and certification of consultants
Concept for an Enterprise Support Center
Fraunhofer IPK, Berlin
Agenda
What is Benchmarking2
4 Intellectual Capital
3 Introduction to BenchmarkIndex
The Fraunhofer Gesellschaft1
Fraunhofer IPK, Berlin
Why Measuring Intellectual Capital (IC)?
Microsoft Corporation 1978
Would you have invested? The organizational value
consists of tangible and intangible assets, which are mostly undocumented in traditional accounting systems
Investors (Rating according to Basel II) demand plausible evidence of corporate values. Companies in knowledge-intensive fields have difficulties in proving their value to investors.
Legal regulations commit organisations to legitimate their intangible assets. (Austrian UOG, IAS 38, DRS 12 and 5)
© Fraunhofer IPK 2014
National IC Report: Average Impact of Intellectual Capital on Business Success
5,1
6,3
7,1
8,1
0 1 2 3 4 5 6 7 8 9 10
Source: Survey Results „Knowledge Economy Germany“, Fraunhofer IPK 2010 (N=1.000)
Human Capital
Structural Capital
Relational Capital
Tangible Resources
Fraunhofer IPK, Berlin
What is an Intellectual Capital Statement?
Definition Intellectual Capital Statement (ICS): An Intellectual Capital Statement is an instrument for the focused description and development of the Intellectual Capital in an organisation.
It shows the interdependencies between the organisational aims, the business processes, the Intellectual Capital (IC) and the business success and describes these elements by means of indicators.
Intellectual capital (IC) is defined as “existing knowledge of an organisation that contributes to future success” and is subdivided into three categories: Human Capital (HC), e.g. qualification, leadership, motivation
Structural Capital (SC), e.g. innovation, knowledge transfer
Relational Capital (RC), e.g. relations to customers, partners
D
Fraunhofer IPK, Berlin
The InCaS Framework: ICS Structural Model
Business environment(Possibilities & risks)
Business processesBusiness-
Strategyknowledge
Vision Businesssuccess
Knowledge processes
Otherresources
Initialsituation
Humancapital
Structuralcapital
Relationalcapital
Intellectual capital External
impact
Measures
Organization
Fraunhofer IPK, Berlin
Standard IC Factors
Human Capital Professional Competence Social Competence Employee Motivation Leadership Ability
Structural Capital Internal Co-operation and Knowledge Transfer Management Instruments IT and Explicit Knowledge Product Innovation Process Optimisation and Innovation Corporate Culture
Relational Capital Customer Relationships Supplier Relationships Public Relationships Investor Relationships Relationships to Co-operation PartnersPatente
© Fraunhofer IPK 2014
Intellectual Capital Statements (ICS) - Toolbox
© Fraunhofer IPK 2014
SC-4A
SC-1SC-2
SC-3
SC-4
SC-5SC-6
SC-1A
SC-3ASC-5A
SC-6A
SC-4B (Best in Class)
0%
7%
13%
18% 56% 93%
Average Assessment
Rel
ativ
e In
fluen
ce
SC-4
SC-4A
SC-4B (Best in Class)
no need for action
develope
analyse
stabilise
IC Management Portfolio (Sector Service, N=27)Structural Capital
SC-1 Internal co-operation and knowledge transferSC-2 Management instrumentsSC-3 Information technology and explicit knowledgeSC-4 Product innovationSC-5 Process optimisation and innovationSC-6 Corporate culture
Structural Capital
Intellectual Capital BenchmarkingFinding Best in Class Performers
SC-4A Company A
SC-4B Company B (Best in Class)
SC-4 Ø Sector Services
Fraunhofer IPK, Berlin
Impact of ICS on Financial Analysts’ Assessment of Future Earnings Potential
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Positive Neutral
Neutral
Neutral NeutralNegative
Case A Case B
With intellectual capital report
Without intellectual capital report
With intellectual capital report
Without intellectual capital report
Positive Positive
Negative
Fraunhofer IPK, Berlin
Summary of Results in IC Benchmarking Report
Structural Capital - ViewYour assessment compared to your peer group based on standard IC Factors (N=42)
82,50
70,00
86,67
23,33
90,00
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Internal co-operationand knowdege transfer
Managementinstruments
Information technologyand innovation
Product innovation
Process optimisationand innovation
Corporate culture
Internal co-operation and knowledge transfer
(SC-1)
Management Instruments(SC-2)
Information technology and innovation
(SC-3)
Product innovation(SC-4)
Process optimisation and innovation
(SC-5)
Corporate culture(SC-6)
Fraunhofer IPK, Berlin
Main Results of the German ICS Pilot Project
Efficient method to start IC Management in SMEs.
Intellectual Capital Statements (ICS) were implemented in 50 SMEs from different regions and sectors.
Guideline for ICS implementation in German and English language published, more than 40.000 copies distributed.
Software “Wissensbilanz-Toolbox” available since July 2006, more than 20.000 copies distributed.
Financial Times and Commerzbank Award 2005 for one of the first 14 Pilot-SME
30 Roadshows for entrepreneurs with more than 1.000 participants.
More than 200 users and trainers trained
www.akwissensbilanz.org
Fraunhofer IPK, Berlin
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