ABSTRACT
This chapter presents a more rigorous means of using data in the development of the Intellectual Capital(IC) Navigator. Activity Based Costing (ABC) was first developed between the 1960s and 1980s as a methodology that could track the life of an organisation more effectively than traditional cost-based accounting. Production of the IC Navigator was based, inter alia, on the requirement that it not be confused with other types of models that try to map the real flow of things in the organisation. The process used to create an IC Navigator is a consensual process within each activity aimed at capturing the tacit knowledge in the management team in relation to how value is perceived to be created in its various operations. The pictorial representation of the IC Navigator is simple and powerful. It allows managers to see which of their resources they believe are most important and which means of employment are perceived as most important.
