My definition of what makes up innovation capital is as follows:

“Innovation capital is the sum of all that promotes the development and changes required for achieving innovation outcomes, within one organisation or its broader networked environment, for marketplace advantage.”

The capital of innovation has many moving parts.

These are made up of the resources, processes, knowledge, and capabilities that are constantly evolving and highly dynamic to build greater innovating capacity.

These build upon the capabilities of ‘sensing, seizing, and transforming’ to build new capital that focuses more upon the dynamics within innovation, that provide the true value creation in successful outcomes in the final product, services or executing within business models.

We need to value both “stocks and flows” in equal attention to build innovation capital.

The stock of innovation capital can render different productive value outcomes. It is a bundle of the firm’s resources and assets, and holds the renewal capabilities and attributes that make it a strategic asset.

Innovation capital is made up of many different assets that are often context-specific and interconnected, and this makes it hard to build without taking a broader, more holistic approach to developing your capabilities to innovate. You ‘map’ and align these to fit your strategic goals and aspirations; these provide the basis for the “flows.”

Each company needs to build its own unique capital stock.

We have a pressing need to clarify a new ‘valuing model’ for building innovation capital, and each organisation has a unique bundle of the firm’s resources and assets.

It is the ability to integrate, reconfigure, renew, and recreate these resources and turn these into new, more dynamic capabilities that build on a continuous basis the innovation capital.

This is one of my most important focus points to assist and aid organisations in their understanding “what makes up their unique innovation capital” and what needs to be added to deepen and strengthen this capital stock.

Building our stock then leads to the flow that then leads to building more stock. We need both stocks and flow.

Most of our capitals are learning capitals.

The more we strengthen our knowledge and value our people, the more we can generate new knowledge, build greater narratives, deepen discussions, make better connections, and build our interactions out across growing communities.

The more we discover, the more knowledge we gain. This leads to determining better decision-making that should, in theory, give greater confidence that our invested financial capital is in good hands. The more dynamic our knowledge learning, the more we search and absorb, the more valuable it becomes.

The power lies in the linkages we can forge in assimilation, and then into the eventual transformation that allows knowledge to become new wealth-generating innovation.

My stated value position is…

I provide different framing techniques for helping to grow this necessary innovation capital and build the stock of the capabilities and capacities to enable and increase the dynamic flow of innovation activities.

I am a great believer in building the dynamics of innovation. When you appreciate what is dynamic you can finally begin a journey that builds a far better sustaining future, where growth and value creation become far more realisable.