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Planbox Acquires Imaginatik Creating an Agile Innovation Powerhouse

Imaginatik

Planbox’s track record of solid growth and its strong financial performance will accelerate product innovations and improve scalability for Imaginatik’s long-standing clients. “We Since the acquisition and merger of BrainBank Software and Planbox in November 2015, Planbox has transformed the innovation management landscape.

Agile 124
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Six Internal Innovation Sources You should know

ITONICS

We took a closer look at the most important sources of innovation in large companies: The Leadership. Corporate Innovation Board, Chief Innovation Officer, or other senior executives. The strategy and the direction of innovation are set by a company’s top management. Centralized R&D Unit. Intrapreneurs.

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6 Internal Sources of Innovation

ITONICS

We took a closer look at the most important sources of innovation in large companies: The Leadership. Corporate Innovation Board, Chief Innovation Officer, or other senior executives. The strategy and the direction of innovation are set by a company’s top management. Centralized R&D Unit. Intrapreneurs.

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Co-creating volume 3

Innovation 360 Group

Every one of us has full access to an infinitely varied and vastly underused resource: Innovation. That is not only possible but inevitable, as Rosling proved, as long as we maintain our current pace of innovation. That is not only possible but inevitable, as Rosling proved, as long as we maintain our current pace of innovation.

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Co-creating volume 3

Innovation 360

Every one of us has full access to an infinitely varied and vastly underused resource: Innovation. That is not only possible but inevitable, as Rosling proved, as long as we maintain our current pace of innovation. That is not only possible but inevitable, as Rosling proved, as long as we maintain our current pace of innovation.

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11 Paradoxes of Entrepreneurial Thinking: why entrepreneurship can hardly be taught

Open Innovation EU

Questions that come to mind when talking about corporate entrepreneurship are: are there resources available to explore new ideas? The framework defines three main competence areas: ‘ideas and opportunities’, ‘resources’ and ‘into action’ – and another fifteen competences (Bacigalupo et al., When to be creative, when to be managerial.