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An approach to providing an inclusive model for business value analysis is presented, where “inclusive” means that broadly defined stakeholder values are added to conventional financial criteria. A value oriented model is an interesting extension of accounting and information provision, with information seen as the carrier of value. Modelling and evaluation can be thought of as an information process that is central to steering a business towards its goals and maximising its value. The analytical expression of the model deals rigorously with both financial and intangible values, serves as a test‐bed for strategic explorations, can cover environmental and ethical risk, and can optimise a business with respect to both financial and inclusive criteria. Gathering the information and operating a model of this kind is akin to providing a strategic information service that integrates all the information into a single strategic picture. The model is a valuable information resource.

The application of proper measurement to a company generating products, services, cash flow and reputation largely from intellectual capital (IC) assets is examined. The particular focus is to measure the organisation so that the contributions of intangibles to the business are measured in their own right. If the measurements are feasible in practice (they are), they will render the tangible as well as the intangible assets of a company to be managed explicitly. Then the contributions of the intangibles to cash flow become measurable, and thence on to estimates of business value, and shareholder value. Shows that the process view of an organisation deconstructs the “classical” structure of IC categories and formulations, and rearranges them in a form whose state and process variables are observable, measurable, and properly dimensioned for a multidimensional measuring space. Ends with a demonstration of the method applied to a hotel organisation that exemplifies many of the problems of measuring and optimising IC assets.

Anyone can argue that great knowledge management benefits the business. But how do you measure the results?

This conversation with Göran Roos explores leveraging the interrelated roles of intellectual capital and strategy in contemporary organizations. Roos has created frameworks which make the intangible of intellectual capital understood as a very real asset and to be cultivated, measured and appropriately exploited for competitive advantage. The conversation examines how to work with management to rethink strategies and practices to determine and utilize the drivers for intellectual capital growth, as well as how to rigorously valuate and effectively use intellectual resources throughout their enterprises to make significant differences. These approaches have been used in a wide variety of both private and public sector organizations around the world in a broad range of market segments.

It is early days in the life of Knowledge Management (KM) at the European Bank for Reconstruction and Development (EBRD). The Knowledge Management Audit, undertaken during six months of action research at the Office of the Chief Economist (OCE) in 1998, provided the springboard to a knowledge sharing culture. The findings of the audit prompted an urgent need to apply KM initiatives. Accordingly, two knowledge repositories: ‘OCE Central Knowledge Store’ and ‘The Knowledge Tree’ were proposed and developed for OCE consideration. Their implementation is a big step forward for leveraging corporate memory at the EBRD. These initiatives are already flourishing and providing valuable knowledge sharing guidance to other departments in the Bank.