Imaginatik
MAY 29, 2018
BOSTON – May 29, 2018 – Imaginatik today announced the publication of a groundbreaking new business book, Topple – The End of the Firm-Based Strategy and Rise of New Models for Explosive Growth. A changed competitive environment creates new rules and steps to take — as useful for start-ups as for mid-market firms and global brands.
Imaginatik
MARCH 1, 2018
Recent conversations with a new Imaginatik client, from late 2017, have stuck with me these past few months. It highlights the importance of a new concept that every corporate innovation leader needs to internalize: the Path-to-Value for each innovation. Executives are hoping for big things from the innovation group.
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Imaginatik
SEPTEMBER 11, 2015
In that vision of the “innovation funnel” the idea is at the end… the goal. At Imaginatik, we call this the “fluff and magic” vision of innovation where value can only be created by anointed innovation/design Shamans toiling in exposed brick and beam lab/temples. Any organization can be innovative. Things happen.
Imaginatik
AUGUST 25, 2016
Allocate a significant amount of human and financial resources to developing and maintaining a permanent, rigorous, measurable innovation competency. At Imaginatik we are fortunate to work with a number of clients that have world-class innovation programs. They also know that most great ideas are not lighting strikes.
Imaginatik
AUGUST 30, 2016
A year or two ago, Imaginatik calculated the average job tenure of the Chief Innovation Officer at less than two years. But if true, two years is a very short period of time to effect meaningful change – and a substantially shorter average tenure than many other senior corporate roles. Win hearts and minds, guerilla-style.
Imaginatik
NOVEMBER 4, 2016
Many of us innovation practitioners have found that the business topic of innovation is increasingly devolving into a search for that one magic idea that will change your enterprise, sort of like a more mature version of Pokemon-Go. Innovation programs need something that will smooth the spike and valley pattern of success.
Imaginatik
MARCH 23, 2017
Very few innovation programs have the luxury of waiting multiple years before delivering quantifiable results. Measuring innovation requires partners. Demonstrating the effects of a strong innovation program typically depend on active involvement from other units and functions in the company. Incremental revenues.
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