1. Provide examples of companies where most of their value can be attributed to intellectual capital rather than physical assets.
2. What do you think are the key intellectual capital drivers of corporate value?

In the March 2016 edition of CIMA’s  Financial Management journal, Lawrie Homes interviewed Noel Togoe, CIMA’S director of Education. Togoe stated that value measurement has been an area of dra-matic change affecting the financial management landscape. The shift from tangible to intangible value has been seismic. It’s something that makes us think differently about management accounting.
As recently as 30 years ago, the balance sheet rep-resented about 80 percent of the value of quoted firms on average. Today it’s about 17 per cent. It’s common knowledge that products will give your firm a competitive edge for only a limited time, because it’s possible for your rivals to copy them. But you can often derive a sustainable competitive advantage from relationships. These cannot be reverse-engineered or replicated, because you need all the right cultural conditions.
It is intangible factors – culture, reputation, relationships, processes and the innovative potential of the workforce – that give an organization its long-term advantage. If part of the work of managers is to enhance the value of the organization, preserve the value of the organzation and ensure that stakeholders get value from the organization, they need to pay attention to the drivers of value.
If the drivers of value are intangible, you need to pay attention to them, but we don’t seem to have got to that.