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according to IC investments such as R&D, education, patents, ICT etc. The top-ten list of countries according to their potential future wealth looks like this: 1. Switzerland 2. Sweden 3. USA 4. Ireland 5. The Netherlands 6. Hungary 7. Canada 8. Belgium 9. United Kingdom 10. South Korea Only knowledge will give us the opportunity to improve the wealth of nations. As such, we need intelligence systems to develop a new map of knowledge assets and IC, a map of regional IC, instead of the old agricultural and industrial plans so often found in regional planning offices. The key mapping dimension and intelligence dimensions should stem from the need to locate where wealth is created in a given framework, sometimes called The current market and economics development is at an inflexion point on its life cycle curve. As stated long ago by Jay Forrester, at Massachusetts Institute of Technology (MIT), USA, in his research of world dynamics, most industries as well as most nations are going through a life cycle curve. On this curves there are turning points called inflexions points. Dr. Debra Amidon (www.entovation.com) in her research and development work states a number of phases in the process of knowledge innovation as well. The figure below (figure 1) shows a kind of gradual evolution of assets as knowledge innovation progresses from tangibles to intangibles: We move along a line that starts with product as an asset, then move to the project , the company, the client, and finally knowledge itself as an asset. In this life cycle perspective I added in collaboration with her on top of the curve, the future as an asset, i.e. we acknowledge the potential value of innovation as an investment value. Right now, we assess the present position - where we are today. enterprise. Could this process perhaps reveal a huge knowledge repository in the external sector, with a significant - but idle - potential for collective wealth creation? In other words it can be viewed as wealth in waiting. During the 1990's the research by Professor Paul Romer at Stanford University, USA, has highlighted the exponential value of multiplying knowledge recipes as an exponential value curve, called the law of increasing marginal utility. In other words, the more connections, relationships and interactions in a network society or organisations, the higher potential value is emerging. This is very evident in the case of the development of software and knowledge assets. Furthermore, the value is growing while used, in contrast to the more tangible hardware. A notebook computer, for example, is decreasing rapidly in value while used, a value process by accountants labelled amortising. Adding value in the knowledge economy is inextricably linked to radical change in both societal assumptions and business models. The Future as an Asset This present position can be assessed, appreciated, but not changed. That value is in other words a given asset, shaped by historical activities. Now change the perspective. Look forward instead of backward and the creation of value is revealed to exist in the future, i.e. the time line and your management of the future "space" from the next few seconds to the eternity. However, in most economical dimensions the future is accounted for, in most balance sheets and profit & loss statements, as an expense and then turning up as a liability, not as an asset. Hence investing in the future as intangibles is eroding the equity. A paradox is emerging then; the more is spent on the future, the more poverty or less equity is in the balance sheet. And all futurizing is starting with intangible investment. Consequently we need both a better intelligence and a reshaped entrepreneurial approach for these new value spaces. The most recent analogies on innovation are coming from life science and biology, as elaborated Wissensbilanz: Bilanz des Wissens? 9
Wissensbilanz: Bilanz des Wissens? 4 10 by, among others, one of the world's leading futurists Stan Davis, USA. Life science is highlighting the need for continuous mutation and cell evolutions. As a comparison look at bacteria, which are mutating faster than the pharmaceutical industry is innovating. On a corporate level the US financial service company Capital One can be an illustration with about 2000 innovations per year as well as IBM with about 3400 filed patent applications per year. This calls for another type of organisational approach with very high intelligence agility. Furthermore, its looks at renewal/innovation, and being in continuous move, is of essence for organisational sustainability. If the enterprise stops VI V IV III II I Quality Figure 1: Life cycle curve of assets Source: Dr. Debra Amidon / Leif Edvinsson The New Corporate Longitude The logic behind the idea of corporate longitude is based on a story from the 18th century and presented more in detail in my recent book (see www.corporatelongitude.com). At that time, the British Navy could not navigate or is frozen, there is no life. So the trust is in the belief of the emerging assets, or the time line towards the future. The value in the knowledge economy is in the time line. From an enterprise perspective the shareholder value is in the capability and capacity for continuous innovations. For a nation it might be in the same innovation perspective beyond the traditional economical growth perspective. This will challenge the traditional theory of the firm, to become much more "unfirm". The new theory of the firm and intelligent enterprising is about continuous evolution, calling not only for incremental change but also for radical change by longitude leadership. Emerging Wave of the 6th Generation A Re-engineering Innovation B Future as the Asset Knowledge as the Asset Customer as the Asset Enterprise as the Asset Project as the Asset Product as the Asset with any precision from east to west. Consequently, many 18th century ships lost their bearings, in the same way that today's analysts who only concentrate on financial capital do. The case of Enron illustrates a recent example of a similar
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