000			03964cam a2200517 i 4500
001			20804661
003			BJBSDDR
005			20240311101501.0
007			ta
008			181115s2019 maua b 001 0 eng c
010			_a 2018052385
020			_a9781633696525 (hardcover)
020			_a1633696529 (hardcover)
035			_a(OCoLC)on1083672866
040			_aMH/DLC _beng _cDLC _erda _dOCLCO _dOCLCF _dFM0 _dJNE _dYDX _dCHVBK _dOCLCO _dOCLCQ _dBDX _dOMB _dDLC
041			_aeng
042			_apcc
050	1	4	_aHF 5386 _bD996i 2019
100	1		_aDyer, Jeff _q(Jeffrey H.), _d1959- _933767
245	1	0	_aInnovation capital : _bhow to compete--and win--like the world's most innovative leaders / _cJeff Dyer, Nathan Furr, Curtis Lefrandt.
264		1	_aBoston, Massachusetts : _bHarvard Business Review Press, _c2019.
300			_a264 pages : _billustrations ; _c25 cm
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
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.-- _cProvided by publisher.
650		0	_aSuccess in business.
650		0	_aCapital.
650		0	_aLeadership.
650		0	_aBusiness networks.
650		0	_aTechnological innovations.
650		4	_aÉxito en los negocios _9160
650		4	_aCapital _92971
650		4	_aLiderazgo _9164
650		4	_aRedes empresariales _91780
650		4	_aInnovaciones tecnológicas _96528
700	1		_aFurr, Nathan R. _eauthor. _933770
700	1		_aLefrandt, Curtis T. _eauthor. _933771
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			_2lcc _cBK
999			_c120491 _d120491