Abstract
Spotlights the Dow Chemical Company, founded in the USA in 1897, now employing 38,000 people globally, and with more than 2,000 chemical‐related products. Looks at the new intellectual assets (of which there are three): to integrate Dow's intellectual assets into the business's strategic thinking; to maximize the value to the business of existing intellectual assets; and to develop management processes to maximize the creation of new, valuable intellectual assets. Concludes that the case for investing is the active management of intellectual assets, even if they are not as Dow hopes, seems to be proved.
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