Remove Brand Remove Innovation Remove Management Remove Social Capital
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How to Compete Like the World’s Most Innovative Leaders

Skip Prichard

Innovation Capital. And one of the most overlooked reasons for entrepreneurial failure is innovation capital. That’s why I enjoyed talking with Jeff Dyer who, along with Nathan Furr and Curtis Lefrandt, wrote a new book, Innovation Capital: How to Compete and Win Like the World’s Innovative Leaders.

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Leading for Innovation: Why Fighting Fires Burns Down the House

LDRLB

Soren is the Managing Principal of InnovationPoint, an Adjunct Professor within the Imagineering Academy at NHTV Breda University of Applied Sciences in The Netherlands and the author of the new book Leapfrogging: Harness the Power of Surprise for Business Breakthroughs. This is a guest post form Soren Kaplan. The other domain is leadership.

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Leading for Innovation: Why Fighting Fires Burns Down the House

LDRLB

Soren is the Managing Principal of InnovationPoint, an Adjunct Professor within the Imagineering Academy at NHTV Breda University of Applied Sciences in The Netherlands and the author of the new book Leapfrogging: Harness the Power of Surprise for Business Breakthroughs. This is a guest post form Soren Kaplan. The other domain is leadership.

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3 Things the Most Creative Leaders Do

Harvard Business Review

Over the past three decades at IDEO, I’ve worked with some of the most innovative companies in the world and seen a lot of creative leaders in action. The free-flowing exchange, in which employees, partners, and collaborators gain social capital through their creative input, has helped propel growth. Innovation Book.

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Companies That Do Right by Their Workers Start by Elevating Their Definition of Success

Harvard Business Review

Those employees work at two of Britain’s most-admired retailers, John Lewis department stores and Waitrose supermarkets, each of which has carved out a powerful bond with customers, both of which have unveiled big innovations in terms of branding, merchandising, and e-commerce. Our focus is on social capital.”

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Use a Brand Council to Help Steer Strategy

Harvard Business Review

A more current corollary might be, “Brand-building is too important to be left to the brand people.”. The historical role brands have played – serving as symbols to guarantee a certain level of quality or as images to attract attention – is no longer relevant or useful today.

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