"Einstein in the Boardroom makes a great sequel to Edisonin the Boardroom. Those readers who found the examples and warstories of Edison to be useful in their own IP-managementactivities will find the same qualities in Einstein. This resourcewill help anyone in the intangibles management community who seeksto go beyond intellectual property and understand and capitalize onthe full range of a firm's intellectual capital.„
--Julie Davis, coauthor, Edison in the Boardroom
“Harrison and Sullivan continue to elevate understanding of thevalue of intellectual assets and, more importantly, provide a'clinic' on the practical steps necessary to turn theory intobottom-line results.„
--Jeff Weedman, Vice President, External BusinessDevelopment The Procter & Gamble Company
“Einstein in the Boardroom is a valuable guide forbusiness managers considering how to leverage intangible assets forprofit.„
--Joe Beyers, Vice President, Intellectual PropertyLicensing, Hewlett-Packard Company
“Going deeper into value creation for companies, Einstein inthe Boardroom describes new ways to extract value from'I-stuff' on knowledge, a tremendous asset that is too rarelyexploited and could be leveraged by all readers of this greatbook.„
--Beatrix de Russe, Executive Vice President, Licensingand Intellectual Property, Thomson
“Einstein in the Boardroom is a must-read for CEOs, CFOs, and board chairs facing the financial governance issues of shareprice, wealth creation, and value realization. When today'sfinancial management systems may only deal with 20 percent of thevalue of the firm, Harrison and Sullivan offer a look at what acompany can do to successfully create and extract value from the'other' 80 percent, and they show you how other companies have doneit!„
--Bill Swirsky, Vice President, Knowledge DevelopmentThe Canadian Institute of Chartered Accountants
“Identifying, managing, and leveraging knowledge and intangibleassets has enabled Cargill to differentiate itself from itscompetitors and increase its profitability. Harrison and Sullivanprovide a clear perspective on how intangible assets fit within thecorporate landscape and how to manage them to increase value forthe organization."
--Harry J. Gwinnell, Vice President and Chief IPCounsel, Cargill
Einstein in the Boardroom
Moving Beyond Intellectual Capital to I-Stuff
von Suzanne S. Harrison und Patrick H. SullivanLeading Companies Show You How
"Einstein in the Boardroom makes a great sequel to Edison inthe Boardroom. Those readers who found the examples and war storiesof Edison to be useful in their own IP-management activities willfind the same qualities in Einstein. This resource will help anyonein the intangibles management community who seeks to go beyondintellectual property and understand and capitalize on the fullrange of a firm's intellectual capital.„
--Julie Davis, coauthor, Edison in the Boardroom
“Harrison and Sullivan continue to elevate understanding of thevalue of intellectual assets and, more importantly, provide a'clinic' on the practical steps necessary to turn theory intobottom-line results.„
--Jeff Weedman, Vice President, External BusinessDevelopment The Procter & Gamble Company
“Einstein in the Boardroom is a valuable guide forbusiness managers considering how to leverage intangible assets forprofit.„
--Joe Beyers, Vice President, Intellectual PropertyLicensing, Hewlett-Packard Company
“Going deeper into value creation for companies, Einstein inthe Boardroom describes new ways to extract value from'I-stuff' on knowledge, a tremendous asset that is too rarelyexploited and could be leveraged by all readers of this greatbook.„
--Beatrix de Russe, Executive Vice President, Licensing andIntellectual Property, Thomson
“Einstein in the Boardroom is a must-read for CEOs, CFOs, and board chairs facing the financial governance issues of shareprice, wealth creation, and value realization. When today'sfinancial management systems may only deal with 20 percent of thevalue of the firm, Harrison and Sullivan offer a look at what acompany can do to successfully create and extract value from the'other' 80 percent, and they show you how other companies have doneit!„
--Bill Swirsky, Vice President, Knowledge Development TheCanadian Institute of Chartered Accountants
“Identifying, managing, and leveraging knowledge and intangibleassets has enabled Cargill to differentiate itself from itscompetitors and increase its profitability. Harrison and Sullivanprovide a clear perspective on how intangible assets fit within thecorporate landscape and how to manage them to increase value forthe organization."
--Harry J. Gwinnell, Vice President and Chief IP Counsel, Cargill
