About AMERIN

Over the past two decades there has been a dramatic shift in the way the market has valued publicly listed companies. In the early 1980s tangible assets such as plant and equipment, accounts payable and receivable, inventory, formalised processes and so on accounted for over 60% of a firm's market value. Today, tangible assets often represent less than 20% of the market value asset base.

As the graph below shows, intangible assets have become the key drivers in the new economy. Things like leadership and governance, know-how, tacit knowledge, credit ratings, plant flexibility, customer and employee loyalty, informal processes, and brand strength are much more important factors when it comes to the future growth expectations of investors.

This section is currently being updated.

Changing Asset Base (% Change of market value of the S&P 500 over the last two decades) Source: Juergen H. Daum, Intangible Assets and Value Creation, John Wiley & Sons, 2002

Our Aim

AMERIN's principle aim is to help clients conceptualise the new 'intangibles' economy from a systemic perspective by providing leading edge intellectual capital tools, advice and research, with an emphasis on intangible assets and human capital, which will drive shareholder and stakeholder value.

To achieve this aim AMERIN has partnered with specialist management practitioners and academics to form a consortium that has an in-depth understanding of the new economy and extensive experience from projects in the private, public and community sectors, both in Australia and overseas. The AMERIN â consortium provides clients with concepts and tools to leverage the key value knowledge drivers for competitive advantage.

Our Operating Principles

The principles that underpin our work and bring us together as a group are:

Open Systems Theory

Open Systems Theory recognises that organisations are not closed systems operating in isolation from their environment.OST maintains that people and their organisations must have an open and actively adaptive relationship with their respective environments over time to ensure viability.

System Dynamics

System Dynamics provides a way of defining the underlying structure that determines a pattern of events such as declining sales, worker burnout, and cyclic phenomena in supply chains. The technique involves group processes to map the system of interest and possible extensions into simulation modelling. It is an essential tool for the application of Balanced Scorecard type approaches and the development of strategy maps.

Optimising Social and Technical Systems

The social and technical systems must be considered with any organisational change; neglecting either system will ultimately lead to sub-optimal organisational performance.

Participative Processes

Seeking active participation from those players who are responsible for implementing change and/or will be affected by the outcomes of any planned change is critical for a successful outcome. This develops a shared understanding of what is required to achieve success and effective implementation.

Knowledge Sharing

Organisations need personnel with up to date knowledge and skill so they can continually learn and actively adapt to the changing environment. Relying on a third party for this capability can lead to lost opportunities. We therefore encourage knowledge transfer of our concepts and processes to our clients so they can manage their own affairs from the perspective of a whole systems approach to creating value from intangible assets and human capital.