Managing Intellectual Capital to Grow Shareholder Value: Contents

• Executive summary
• Intellectual Capital: the new value driver
• Introduction: why does intellectual capital matter?
• How the research was carried out
• Understanding intellectual capital: definitions
• The part intellectual capital plays in business success
• Intellectual capital: the position today
• Intellectual capital: a five year forward view
• Leaders and laggards: how they stack up today
• Five year view: how leaders stretch their advantage
• Intellectual capital: where the growth will come
• 3M case study: maximising intellectual capital through innovation
• Exploiting Intellectual Capital
• Intellectual capital: what gets measured?
• Why Unilever focuses on key brands
• Exploitation: when satisfaction is really delusion
• How the satisfaction gap pinpoints exploitation potential
• How IBM achieved record patent performance
• Why Encyclopedia Britannica went digital
• Intellectual capital: identifying the key exploitation drivers
• Bass case study: using the power of branding to enhance value
• Measuring and Valuing Intellectual Capital
• Measurement as an indicator of serious management
• Valuing intellectual capital: the missing management activity
• Monitoring and valuing intellectual capital: the key methods
• Balanced Scorecard: information for rounded decisions
• Economic Value Added: estimating the economic profit
• Skandia Navigator: breathing life into knowledge capital
• Intangible Assets Monitor: focusing on three groups of assets
• Intellectual Capital Index: harnessing five resources
• Value Dynamics: focusing on the creation of value
• Apion case study: establishing a framework for measuring value creation
• The Shareholder Value Connection
• Why creating shareholder value is so important
• Intellectual capital as a driver of shareholder value
• Measures of shareholder value: creating and dispensing value
• How Diageo places a value on brands
• Putting value creation at the centre
• Boots Company case study: managing for value
• The Corporate Team Driving Development
• Who manages intellectual capital: the movers and shakers
• Sources of external advice: what happens now
• External advice: who will be useful in the future
• How Debrett's won more income from a review
• Intellectual capital: consultants muster their forces
• Orange and Go case study
• Managing Intellectual Capital for more Value
• The big picture: three kinds of issues that count
• Shaping corporate culture to exploit intellectual capital
• Focusing on know-how: features of innovative companies
• Intellectual capital: managing the people dimension
• Knowledge management and the employer/employee relationship
• Completing the picture: the role of IT and business processes
• Knowledge management: coping with information overload
• How BP organises knowledge sharing
• Leading from the front: finance functions and the rest
• Intellectual capital: what's important elsewhere in the business
• ECsoft case study: using wisdom to translate knowledge into action
• Reporting Intellectual Capital Achievements
• Intellectual capital: the part communication plays
• Communication: sharing information internally
• Communication: spreading the word externally
• Communication: reporting on shareholder value
• The importance of reporting brand performance
• Intellectual capital: frameworks for reporting value
• Celemi case study: reporting intangible asset performance
• Intellectual capital: the opportunity factor
• A strategy for the future: capturing the potential
• Intellectual capital: the attitude problem
• Intellectual capital: new questions for analysts
• Intellectual capital: questions for the board
• Conclusion: the way forward
• Appendix 1: Research study statistical summary
• Appendix 2: Further reading

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