000			03758cam a2200481 i 4500
001			20804661
005			20220527090314.0
008			181115s2019 maua b 001 0 eng c
010			_a 2018052385
020			_a9781633696525
020			_a1633696529
035			_a(OCoLC)on1083672866
042			_apcc
050	0	0	_aHF5386 _b.D985 2019
082	0	0	_222 _a658.4063
100	1		_aDyer, Jeffrey H., _eauthor.
245	1	0	_aInnovation capital: how to compete--and win--like the world's most innovative leaders _cJeffrey Dyer, Nathan Furr, Curtis Lefrandt.
260			_aBoston _bHarvard Business Review Press _c2019
300			_a264 pages : _billustrations ; _c25 cm
504			_aIncludes bibliographical references and index.
505	0		_aInnovation capital: the capacity to win resources to innovate -- Who you are (and what you can do to improve) -- Who you know (and who to focus on) -- What you are known for (and ways to become known) -- Personal impression amplifiers: broadcasting, signaling, and storytelling -- Idea impression amplifiers: materializing, comparing, committing, and FOMO -- The virtuous cycle of innovation leadership -- Innovation capital as a source of organizational competitive advantage -- Conclusion : Concrete steps for putting it all together -- Appendix : How we rank the world's most innovative leaders.
520			_aWe've all seen leaders who excel at winning resources and support for their ideas. It turns out that this quality is so valuable, and measurably more important for innovation than just being creative, that it has a name: "innovation capital." Contrary to popular belief, effective leaders of innovation--folks like Thomas Edison, Steve Jobs, Jeff Bezos, and Elon Musk--are successful not only because of the quality of their ideas but because they have the reputation and networks to successfully commercialize creative ideas. Nikola Tesla was arguably a more brilliant inventor than Thomas Edison, but Edison was able to realize tremendous commercial success while Tesla died penniless. Innovation Capital reveals the critical ingredient that separates the people who can marshal the resources necessary to turn their ideas into reality from those who can't, and shows you how to acquire, amplify, and use it to succeed as an innovative leader. Authors Jeff Dyer, Nathan Furr, and Curtis Lefrandt have spent decades studying how people get great ideas (the subject of The Innovator's DNA) and how people test and develop those ideas (explored in The Innovator's Method). Now, they share what they have learned from a multipronged research program designed to understand how people compete for, and obtain, resources to launch innovative new ideas--even, in some cases, before they've earned a track record of innovation.--
650		0	_aSuccess in business.
650		0	_aCapital. _913121
650		0	_aLeadership.
650		0	_aBusiness networks.
650		0	_aTechnological innovations.
650		7	_aBusiness networks. _2fast
650		7	_aCapital. _2fast _913121
650		7	_aLeadership. _2fast
650		7	_aSuccess in business. _2fast
650		7	_aTechnological innovations. _2fast
650		7	_aFührungseigenschaft _2gnd
650		7	_aInnovationsfähigkeit _2gnd
650		7	_aUnternehmenserfolg _2gnd
700	1		_aFurr, Nathan R., _eauthor.
700	1		_aLefrandt, Curtis T., _eauthor.
776	0	8	_iElectronic version: _aDyer, Jeff. _tInnovation capital. _dBoston, Massachusetts : Harvard Business Review Press, [2019] _z9781633696532 _w(OCoLC)1099329437
906			_a7 _bcbc _cpccadap _d2 _eepcn _f20 _gy-gencatlg
942			_2ddc _cBK
999			_c10185 _d10185