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Capital

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Information about Capital
Finance

Published on February 21, 2014

Author: frankcalberg

Source: slideshare.net

Description

Part # 1: Digital capital.
Part # 2: Physical / manufactured capital.
Part # 3: Financial capital.
Part # 4: Human capital.
Part # 5: Social / cultural capital.
Part # 6: Natural capital.
Part # 7: Questions to find and improve your key strengths.
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Capital

Content Part # 1 Digital capital. Part # 2 Physical / manufactured capital. Part # 3 Financial capital. Part # 4 Human capital. Part # 5 Social / cultural capital. Part # 6 Natural capital. Part # 7 Questions to find and improve your key strengths.

Part # 1 Digital capital

Tangible digital assets  Servers.  Routers.  Online-purchasing platforms.  Basic Internet software. http://www.mckinsey.com/Insights/High_Tech_Telecoms_Internet/Measuring_the_full_impact_of_digital_capital

Intangible digital assets  Designs that engage users.  Analytic competencies.  Revenue models that monetize digital activity. http://www.mckinsey.com/Insights/High_Tech_Telecoms_Internet/Measuring_the_full_impact_of_digital_capital

Inspiration on technological changes http://www.slideshare.net/frankcalberg/pestel-technological-changes

Part # 2 Physical / manufactured capital

Manufactured capital - examples  Buildings.  Machines.  Tools.  Other equipment.  Infrastructure, for example roads, ports, and bridges.

Some sources http://www.theiirc.org/wp-content/uploads/2013/03/Business_Model.pdf http://www.projectsigma.co.uk/Guidelines/Principles/Capitals/ManufacturedCapital.asp http://www.ey.com/Publication/vwLUAssets/The_concept_of_capital_in_Integrated_Reporting/$FILE /EY_'Capital'%20in%20Integrated%20Reporting%20April%202013.pdf

Part # 3 Financial capital

Forms of financial capital  Equity, i.e. money from owners.  Debt, i.e. money from lenders.

Financial capital refers to an individual’s total saved assets, while human capital refers to the individual’s future potential savings from income earned. https://www.cnbank.com/uploadedFiles/Site_Framework/Home_Page/December_2013_-_CIUN_-_Canandaigua[1].pdf

Actively reallocating corporate resources is important in the best of times, and even more so during economic downturns. There’s something like a 4 percentage-point difference in the average return to shareholders year on year for those who are in the top third of reallocators versus those in the bottom third. http://www.mckinsey.com/insights/strategy/breaking_down_the_barriers_to_corporate_resource_allocation

Although companies' percentage of intangible assets, for example research & development, has increased, accounting rules have not kept pace. http://www.investopedia.com/articles/03/010603.asp#ixzz2Iij3mEe8

Further inspiration https://www.princeton.edu/~achaney/tmve/wiki100k/docs/Financial_capital.html http://ageconsearch.umn.edu/bitstream/122846/2/FM_WP19%20Determinants%20of%20financial%20capital%20use.pdf

Part # 4 Human capital

A Professional competencies

What do you do well? What will you let other people do? Example: http://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/Enduring_Ideas_The_business_system_2379

Intangible assets are estimated to account for up to 80% of the value of large companies today. Thus, people contribute to businesses more than any other factor of production. http://www.linkedin.com/groups/Intangible-Assets-nonmonetary-assets-that-3901119.S.71807779

Human capital is the only company resource that supplies the organization with the ability to create ideas, relationships, knowledge and models. Every other financial, physical and cultural resource depends on the active mental, social and psychological talent necessary to fulfill it. Source Poppler, Paul & Stark, Ernest: Rare and Inimitable: Creating Human Capital Advantage. Chief Learning Officer, May 1, 2010.

Human capital can be increased by investing in education and health care. http://www.economist.com/economics-a-to-z/h#node-21529828

B Knowledge of your values

Questions to discover your values http://www.scribd.com/doc/36200010/Questions-to-discover-your-values

C Knowledge of your personality

Inspiration about personality http://www.scribd.com/doc/34534773/Personality

D Knowledge of your learning style

Inspiration about learning strategies http://www.slideshare.net/frankcalberg/learning-strategies-11478939

E Knowledge of what motivates you

Tips to increase motivation http://www.scribd.com/doc/42321299/Tips-to-Increase-Motivation

F Self confidence

Tips to help you improve your self confidence http://www.scribd.com/doc/35963119/Tips-to-help-improve-your-self-confidence

Part # 5 Social / cultural capital

Aspects of social / cultural capital  Shared values and behaviour.  Relationships, for example with customers, suppliers, and other business partners.  Communities. http://www.ey.com/Publication/vwLUAssets/The_concept_of_capital_in_Integrated_Reporting/$FILE/ EY_'Capital'%20in%20Integrated%20Reporting%20April%202013.pdf

Social capital is generated by the connections in a social network, and the trust, reciprocity, and resource-sharing qualities of those connections. It can be activated by individuals to gain social support or social leverage, or by collectivities to facilitate organization and collective action. Social capital is commonly viewed as a positive resource, but can become negative when used to exclude outsiders. http://cvp.evans.washington.edu/library/definitions

For production workers, productivity is readily measured in terms of units of output; for transaction workers, in operations per hour. But for knowledge workers, what might be thought of as collaboration productivity depends on the quality and quantity of interactions occurring. http://whatmatters.mckinseydigital.com/internet/using-technology-to-improve-workforce-collaboration

Results of a study about entrepreneurs in 2 industries, cosmetics and high-tech, show a relation between social competence and financial success. Source Baron, Robert A., Markman, Gideon D.: “Beyond social capital: The role of entrepreneurs' social competence in their financial success.” Journal of Business Venturing, Januar 2003.

Social capital plays a role by  reducing the costs and risks of transactions,  increasing the opportunities for trade, and  leading to greater economic efficiency. Source Castiglione, Dario & Van Deth, Jan W.: The Handbook of Social Capital, p. 375.

Further inspiration http://www.slideshare.net/frankcalberg/culture-8701195 http://www.slideshare.net/frankcalberg/social-competence http://www.frankcalberg.com/culturechange

Part # 6 Natural capital

Aspects of natural capital  Air and water.  Land and forests.  Materials, minerals, energy.  Biodiversity and ecosystem health. http://www.ey.com/Publication/vwLUAssets/The_concept_of_capital_in_Integrated_Reporting/$FILE/ EY_'Capital'%20in%20Integrated%20Reporting%20April%202013.pdf

Environmental changes http://www.slideshare.net/frankcalberg/environmental-changes-28839188

Part # 7 Questions to find and improve your strengths

3 questions to find out why people love what you do Question # 1 Why do customers find what you do great? Question # 2 What can only you do? What is unique about what you do and how you do things? Question # 3 Why would someone invest their money with you?

Ikea’s stylish, utilitarian, and inexpensive furniture combines functional expertise in  design,  sourcing,  manufacturing,  pricing,  packaging,  logistics,  the customer experience in retail stores, and  cost management; All of these competencies reinforce the others. http://www.strategy-business.com/article/00161?pg=all

With which product / service do you create most value for people? Your answer: _____________________ Description of competencies to create that product / service Competence # 1 Competence # 2

Core competence characteristics Scarce Valuable for people Not easily substituted Transferable Difficult to copy

How difficult would it be for others to copy and/or substitute what you do and have done?

How can you improve your biggest strengths?

http://flowingdata.com/2010/06/18/profitable-sweet-spot-for-startups/ The strategic sweet spot

Internal strengths External opportunities External threats Make the most of these Internal weaknesses

Some sources of inspiration http://www.associatedcontent.com/article/2637139/try_the_exercise_only_we_can_.html?cat=3 http://www.bqf.org.uk/innovation/2013/07/15/quickly-assess-your-strengths-and-weaknesses/ Frey, Bruno S. & Osterloh, Margit: “Successful management by motivation http://hbr.org/2000/03/meeting-the-challenge-of-disruptive-change/ar/1 http://hbr.org/tip?date=012313 http://www.thoughtyoushouldseethis.com/post/15189657543/samuel-palmisanos-guiding-framework-for-ibm

Thank you for your interest. For further inspiration, feel welcome to visit http://frankcalberg.com/ Have a great day.

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