10 years of IC reports in one report

The following chart contains data from four levels of education (1-4) over a time frame from 2009 to 2019 in 37 organizations. The color code represents time, green indicating recent data. The image can be filtered by IC drivers.

The portfolios are defined by two axis and varying bubble sizes:

  • Quantity of 100 indicates a perfect match of the status quo with the strategic requirement. If a school needs 25 teachers to handle all classes and 25 are available, that means everything is fine.
  • Quality follows the samle logic. If the school needs teachers with a certain proficiency level and the level can be demonstrated, e.g. by certificates, that is fine.
  • The size of the bubbles indicates the the level of systematic management. A typical full circle of management follows the plan-do-check-act PDCA pattern. Higher values are generally better.
  • Results include the drivers image, value added (learning progress) and growth.
  • Processes are differentiated into management process, schooling process (core process) and support process.
  • Human capital covers expertise, soft skills, motivation and didactics.
  • Structural capital includes organizational culture, information technology, documents, communication and collaboration.
  • Relational capital includes customers, public relations, collaborators and suppliers.

In a very simple way, this structure allows to benchmark scores and to highlight candidates for “best in class” assessments. For a detailed investigation, qualitative data should be supported to learn about the background and reasoning.

IC Management

For strategic management decisions, two general approaches are established:

  • focus on your strengths to differentiate. This works best, when the value chain is highly competitive and outsourcing partners are available.
  • Focus on risks and make sure to have no open issues. When only a few selected drivers are assessed, it generally makes sense to keep focused on those drivers that are important but not yet great. The marginal benefit of additional effort is the highest here

The charts above follow the already explained structure. This time, the vertical axis shows relative importance of all drivers to accomplish strategic goals.