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Saturday, July 12, 2025

Making intangibles tangible

by

20140717

Q: Af­ter a decade of mil­i­tary ser­vice, I am fa­mil­iar with the im­por­tance of in­tan­gi­bles like morale and per­son­al growth. In fact, I am de­vel­op­ing a con­sult­ing com­pa­ny that will fo­cus on de­vel­op­ing these in­tan­gi­bles while cap­i­tal­is­ing on the grow­ing trend of cor­po­rate fit­ness. The biggest chal­lenge I face is try­ing to ef­fec­tive­ly trans­late the in­tan­gi­ble in­to the tan­gi­ble in or­der to build a client base. How do you mea­sure in­tan­gi­bles in your busi­ness­es? How might I help oth­er com­pa­nies to see that in­vest­ing in their hu­man cap­i­tal will pay bot­tom-line div­i­dends?

Re­my LeGuin

Suc­cess in busi­ness re­quires an un­der­stand­ing of all sorts of in­tan­gi­bles, es­pe­cial­ly the most en­joy­able parts of work, like co-op­er­at­ing as a team and keep­ing morale high. Your goal of mak­ing busi­ness­es more prof­itable by help­ing em­ploy­ees to achieve their full po­ten­tial is a great one, and could be very re­ward­ing. To move ahead, you have some re­search to do and choic­es to make.

Here's some da­ta that might help:

A re­cent Gallup study found that world­wide, on­ly 13 per cent of em­ploy­ees feel en­gaged at work. The re­search al­so found that com­pa­nies in the top quar­tile for en­gaged em­ploy­ees, com­pared with the bot­tom quar­tile, had 22 per cent high­er prof­itabil­i­ty, ten per cent high­er cus­tomer rat­ings and 48 per cent few­er safe­ty in­ci­dents.

How can com­pa­nies in­crease en­gage­ment? An in­sight­ful New York Times ar­ti­cle by Tony Schwartz and Chris­tine Po­rath in­clud­ed a sur­vey of more than 12,000 em­ploy­ees that iden­ti­fied four dri­vers: phys­i­cal (hav­ing the op­por­tu­ni­ty to recharge); emo­tion­al (feel­ing val­ued); men­tal (hav­ing the abil­i­ty to work au­tonomous­ly); and spir­i­tu­al (feel­ing con­nect­ed to a high­er pur­pose).


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