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Performance measurement and management in firms where knowledge is the central strategic resource provide composite challenges. Not only are the knowledge resources tacit, collective, complex, deeply rooted in culture and hard to imitate and transfer, but the processes of value creation and their outputs are also of a more or less intangible nature. This paper is an attempt to give an alternative activity‐based entrance to the field of intellectual capital and performance management. On the basis of three case studies the paper illustrates the development and utilisation of a new method for linking intellectual capital and value creation based on the three phases of modelling, measuring, and action. In parallel the concepts of resolution, elevation and conveyance are developed and explored as notions giving guidance and evaluation in the process of developing and using a measurement system for intellectual capital management.

In this chapter, I present a concept named Diversity Icebreaker® where the participants in a seminar are categorized along red, blue, and green dimensions based on a psychological assessment. The participants co-create the meaning of the dimensions in mono-colored groups due to their dominant scores where they describe themselves and others from inside and outside perspectives. Blue is more task and detail oriented. Green is more holistic and future oriented. Red is more social and communicative oriented. The language as a metaphorical structure as well as the seminar builds a culture of inclusivity. The simplicity and easiness of mastery of the categories make it easy for everyone to apply the categories. The social co-creation of the categories makes every participant at an even level. The colors are defined reciprocally strengthening the needs of the others. Everyone has all colors which makes it easier to connect and see commonalities that build cohesion. In the seminar, participants experience uncertainty followed by dialogues with others. Positive emotions and insight reinforce the script of “dialoguing with others when uncertainties arise.” The positivity and humor in the seminar reinforce the behavior of being together. The closure is a collective reflexivity process where all participants have even possibility to contribute due to their unique perspectives on their shared experience. I end this chapter with reflections and questions on leadership models in this seminar that has evolved in a Norwegian context and their relevance in a global context.