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However, the key to success, to really push innovation, is leveraging all that built-up capital. Stocks and flows We all need to build a certain knowledge stock, which we continually add to and which makes up our inventory and sets of experiences. We also all need to continually search for flows, which exist in our relationships and networks that give us new sources of stock or knowledge.

It is the dynamic interactions and flows between the different innovation capital assets and other intellectual assets that nurture innovation. Absorptive capacity plays a vital part in structuring this process.

Leveraging and building the stock of our innovation capital can result in different productive outcomes. First, we need to identify the innovation capital required by these stocks and knowledge — building assets and their uniqueness in various combinations. The better we understand them and know how to mix and match them, the better future potential for new wealth.

Only the constant flow and creation of knowledge drive successful commercialization. The more we can encourage both internal knowledge flows from internal and external sources, the better we can generate knowledge assets and increase innovation value. As these grow, they make it potentially more dynamic. Most corporate boards lack any clear idea and vision of innovation capital. This lack of understanding significantly holds innovation back.

It constrains growth and leaves us all less sure about the future. Boards feel uncomfortable about not knowing how and where to invest money for new growth. They are neither aware of the vast innovation capital available nor the opportunities provided. We are failing to leverage what we have and not giving them the understandings and confidence to support innovation more rigorously. The challenge is to cultivate true awareness and a deeper understanding. This is a challenge for all of us, not just for corporate boards.

The issue of value creation The process of taking inputs of capital and applying, using, combining, transforming, and sometimes destroying it also needs further reflection. As I mentioned before, value creation is based on a business model. Applying our capital produces outcomes that have both positive and negative effects on the organization providing financial support. The more dynamic they are, the more they will affect the ability of an organization to create value or not.

Innovation is central to value creation and aimed at generating and innovating new outcomes that distinguish the organization from others. Today, it is about recognizing what makes up the value creation capital. A dynamic business model is crucial to capture this process of change, and to provide the value creation desired.

What makes up innovation capital stock? So, it is important also to understand the make-up of innovation capital stock and can be clarified in the following ways: Innovation capital as renewal capabilities of our organizations in the form of producing intellectual properties that offer value and are increasingly being extracted from our intangible assets.

Innovation capital possesses attributes that make it a "strategic" asset. The key to success lies in specifying the nature and application of these assets in relation to the new knowledge flowing into the organization. This generates and commercializes concepts and ideas into new forms of innovation value. Innovation capital is made up of the ongoing "dynamic interactions" between intangibles and tangibles. Built up from experience over time, they develop into mostly intangible assets, and eventually into valuable outcomes.

It is the effective use of different kinds of intangibles that contribute to innovation capital. Only a few of them can be formally captured as they are built on interactions, relationships, applied experience, generally accepted understanding and based on pattern recognition and meaningfulness. As we grow our networks and relationships, we increase knowledge sharing. This promotes our understanding and provides increased intangibles inside the organization.

As we deepen our knowledge, we gain experience and achieve higher "pattern recognition" and insight. We need to know how to unlock the real value of innovation. If we do not fully understand where capital comes from, how new capital and stock are provided, innovation will remain tentative, always stuttering along, lacking this organization innovation rhythm.

We can model innovation capital and apply different capital needs to different innovation challenges to leverage them in more dynamic ways. The more we strengthen our knowledge and appreciate the value within our people, the more we can generate new knowledge, build greater narratives, deepen discussions, and establish better connections and interactions across growing communities. In this way, we can turn innovation capital into highly dynamic and valuable assets, just as we treat financial capital today.

The more we discover, the more knowledge we gain. This enables better decision-making and fosters our value-creating potential. This will, in theory, give us greater confidence, both internally and externally, that our invested financial capital is in good hands. Peloton looked impressive when it went public in Click the chart to see a full-size version. Since many of these stocks started trading well above their IPO price unless you were awarded IPO shares , an individual investor who bought on the first day of trading is likely to have performed worse than indicated by the percentage change since IPO.

At the same time, an investor would have to be exceptionally unlucky to invest at or near the week high. But the two numbers together offer a reasonable range for where an investor could have ended up. Some companies had strong returns for several months following their IPO, while others started crashing soon after.

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