Hubert Saint-Onge combines the most effective aspects of both a thought leader and a practitioner in the field. For over a decade, he has grappled -with the issues of how to foster the transformation to sense-and-respond learning environments and entrepreneurial self-initiative in organizations.

Saint-Onge is senior vice-president for strategic capabilities, Clarica Life Insurance Company, a Canadian-based financial services firm. He was previously vice-president, learning organization and leadership development for the Canadian Imperial Bank of Commerce (CTBQ.

Saint-Onge is implementing a corporate knowledge capital approach wherein value is created -with each interaction that takesplace between human capital, structural capital, and customer capital. For example, every time a staff associate interacts with a customer, that act will impact on the organization's customer capital.

Saint-Onge facilitates the leveraging of the firm's business through the systematic application of knowledge management and learning organization principles. The Knowledge Strategy that Saint-Onge forged provides the framework within which Clarica places new initiatives aimed at leveraging its intangible assets. The framework gives a context forgrowing those intangible assets through the exchange of knowledge, both within the organization as well as outside the organization with its business partners, and -with its customers. It points to what it is trying to achieve and how Clarica -will get there. It outlines the processes, the tools, and the infrastructure required for knowledge to flow effectively in a way that accelerates the development of capability. It delineates a phased approach, which takes into account the absorption capacity of the organization.

In addition, he has led an in-depth organizational effort to define the values and vision of Clarica to renew the development of the organiza­tional culture in alignment with the strategic framework of the firm.

Links

There are a number of articles and papers by Hubert Saint-Onge that can be accessed on the Website.

Highlights Article:

* (2000) "Conversation with Hubert Saint-Onge," with J. Chatzkel. Journal of Intellectual Capital, 1 (1).

Patrick Sullivan

Patrick Sullivan is a pioneering figure in developing the domain of extraction of value from intellectual capital. Since 1988, he has been helping companies extract value from their innovations. In his role as a senior partner of ICMG, Dr Sullivan specializes in helping companies focus on the integration of legal, business, and technology strategy to allow them to more effectively manage their intellectual capital.

Prior to founding ICMG, he was a testifying expert for Law and Economics Consulting Group, Inc., specializing in intellectual property valuations and litigation expert testimony.

As one of the founders of the ICM (Intellectual Capital Management) Gathering, Sullivan has been a catalyst for leaders in the intellectual capital movement and organizations involved with value extraction to share information and jointly develop decision processes, methods, and systems that effectively define, manage, and actively harvest the value of the latent intellectual capital resources.

Sullivan is closely associated with the ICM model of the knowledge firm, and has written several books on value extraction that explore how companies can practically develop and implement value extraction programs.

Highlights Books:

5 (2000) Value-Driven Intellectual Capital: How to Convert Intan­gible Corporate Assets into Market Value. "Wiley & Sons, New York.

* (1998) Profiting From Intellectual Capital, Extracting Value From Innovation. "Wiley & Sons, New York.

* (1996) Technology licensing - Corporate Strategies For Maximiz­ing Value, with Russell L. Parr. Wiley & Sons, New York.

5 (1999) "Extracting value from intellectual capital: policy and prac­tice." In Capital for Our Time. Hoover Institution Press, Stanford, CA.

Articles:

* (2000) "Profiting from intellectual capital: learning from leading companies," with S. Harrison. Journal of Intellectual Capital, 1 (1). a (1999) "Valuing knowledge companies," with J.P. O'Shaughnessy. LesNouvelles, June, p. 83-.

Karl Erik Sveiby

Karl Erik Sveiby is the founding father of the modern intellectual capital and knowledge-intensive organization movements. He is principal of his own consulting company, Sveiby Knowledge Associates, and an honorary professor at Macquarie Graduate School of Management in Sydney, Australia.

For the last 20 years, Sveiby has been working in, researching, consulting, and writing about "knowledge and business." He is the author of seven books, among which are The New Organizational Wealth: Managing and Measuring Knowledge-Based Assets and Man­aging Knowhow.

He began his explorations in 1979, trying to find out how to best manage the small publishing company with few tangible assets in which he was a partner. He found that while it did not have an abundance of traditional tangible assets, it did have substantial invisible knowledge-based assets, including excellent financial analysts, a well-known brand, and a large supporting network in the business community.

Sveiby is convinced that people are an organization's only profit generators, and that "human actions are converted into both tangible and intangible knowledge structures, which are directed outwards (external structures) or inwards (internal structures) ... These struc­tures are assets because they affect the revenue stream." He defines these three areas of importance as: the competence of people; the internal structure; and the external structure. Various versions of the intangible assets monitor and the invisible balance sheet have been adapted by organizations around the world.

Sveiby came to see that his task was to create a toolbox to manage, measure, and cultivate knowledge-based assets. One major tool Sveiby created was the "intangible assets monitor" which allows managers to determine a firm's intangible assets.

Sveiby and Celemi, a Swedish-based company that creates learning processes, developed Tango, a business simulation model for the knowledge organization. Tango creates a hands-on experience of the interplay of the three areas of intangible assets as role players attempt to accomplish desired organizational outcomes.

Highlights Books:

(1989)-Dew Osynltga Batansr "akntngen Ledarskap , w. "Konrad-gruppen." Outlines the first theory of measuring Intangibles. Avail­able in an English translation as a PDF file, "The Invisible Balance Sheet."

* (1986) Kunskapsf "oretaget, ("The Knowhow Company") with Anders Risling. Liber, Malmo, Sweden.

(1987) Managing Knowhow, with T. Lloyd. Bloomsbury, London. 5 (1997) The New Organizational Wealth. Berrett-Kohler, San Fran­cisco, CA.

Articles and published papers:

(1992) "Strategy of the knowledge intensive firm." In: International

Review of Strategic Management, "Wiley and Sons, New York. ' (1996) "Knowledge organizations in Australia." Qbiz, Queensland

University of Technology Australia (March). s (1997) "The Intangible Assets Monitor." Journal of HRCA, 2 (1),

Spring. t- (1998) "Measuring the wellspring of knowledge." CPA Journal

Australia, June.

* (1999) "Designing business strategy in the knowledge era." In: The Knowledge Advantage (eds R. Ruggles and D. Holtshouse). Capstone, Dover, NH.

(2000) "Measuring intangibles and intellectual capital." In: Knowl­edge Management - Classic and Contemporary Works (eds D. Morey, M. Maybury, and B. Thuraisingham). MIT Press, Cambridge, MA.