Imaginatik
JANUARY 10, 2019
Planbox, the pioneering provider of AI-Powered Agile Innovation Management software, and Imaginatik, the #1 ranked leader in Corporate Innovation Management according to Forrester Research, will join forces to seize on the innovation boom. This transaction is pending the final approval of Imaginatik shareholders by January 31, 2019.
Imaginatik
DECEMBER 18, 2017
Bersin is quick to mention ‘learning agility’ a very powerful phrase used by psychologists to describe your ability to rapidly learn new things. According to Natalie Drucker, Mark Collin, and Nima Monterazi, designing a master plan for a thriving digital enterprise years in advance is simply not feasible.
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Imaginatik
APRIL 7, 2017
Over the past couple of years, Imaginatik has both seen and fostered something we call Vertical Expert Networks. The food industry has a vast array of highly specialized areas such as dairy/creamer/stabilizers or meat/beef/coloration and even areas for odour design.
Imaginatik
JULY 22, 2016
Many innovation teams are so concerned with being agile and entrepreneurial that they spend precious little time understanding where to point their efforts. For a moment, let’s adopt a pessimist mindset. Here are five classic reasons innovation efforts fail in the modern enterprise: 1. Move straight to “solution” mode.
Values Centered Innovation
MARCH 17, 2017
To transform HUMAN CAPITAL, innovative solutions are needed for: Attracting and developing new talent who are “ready and agile” – including Millennials. Revitalizing the organization design in terms of networked teams, not silos. Trust-building, ethical accountability, and transparency as fundamental to growth.
Imaginatik
JANUARY 13, 2017
Future Building, by contrast, takes an agile and pragmatic approach. Many innovation programs, and some R&D teams, benefit from full-time staff who work as designated innovation scouts. An obvious example is a clue from 2011 – the public launch of Uber’s ride-sharing program in San Francisco.
Imaginatik
SEPTEMBER 2, 2016
Starting with them tends to lead to the ‘same old, same old’ set of initiatives – e.g., be more customer centric, be more agile, get greater insight through big data. The issue I have with these questions is not in asking them, but when to ask them, and how to use their answers. How you engage your markets and customers (re-imagine ‘em).
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