The way in which organizations develop, integrate and value their intangible assets is a critical factor for sustainable growth and a determining factor for the existence of competitive advantage.
Employees' knowledge and experience, relations with the external environment, reputation, technological development, data collected through the activity, trademarks or distribution agreements, licenses, brands, patents and trade secrets, supply contracts, licensing or franchising agreements, are some examples of intangible assets with which an organization can create more value, attract financing and obtain a competitive advantage over competitors.
Although these assets can be analysed and accounted for individually, the assessment of their actual and potential value, as well as the benefits they bring to the organization, and their management, must take into account the relationships they establish with each other. As an example, the growing use of digital technologies by the organization contributes to the creation of a connected ecosystem and allows for greater agility in decision-making.
In the management of intangible assets, the protection of intellectual property and the application of good practices that impact not only the return and reputation of the organization but also the relationship with clients and suppliers appear as factors of differentiation and competitiveness. It is also important to minimize possible risks, predict and anticipate threats, allowing the timely and effective adoption of security measures and behaviour.