Imaginatik

SEPTEMBER 11, 2015

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. Creatives and designers are part of that ecosystem, as are engineers and marketing execs… but innovation is not the exclusive domain of anyone.

Innovation 100

Innovation Project Crowdsourcing Resources 100

Imaginatik

DECEMBER 18, 2017

Imaginatik’s take: Continuous reinvention comes from within. 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. Imaginatik’s take: The Digital Cities of the (near?) Ralph Welborn Imaginatik CEO ). “75%

Trends 140

Trends Innovation Internet of things Guidelines 140

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.

Software Review 100

Software Review Open Innovation Innovation Industry 100

Imaginatik

NOVEMBER 4, 2016

It is a concept (powered by underlying technology and methods) with a pragmatic objective: engage different types of stakeholders beyond one’s organizational walls in ways that provides mutual value to all involved. Open Innovation is designed to engage folks “out in the world” in a way that adds value to everyone involved.

Open Innovation 100

Open Innovation Innovation Engagement Competition 100

Imaginatik

AUGUST 3, 2016

First, it requires the design and use of a new social scorecard, or in the parlance of some, a shared value framework. both greater societal benefit… and… economic value – hence the importance of designing, and deploying, a new social scorecard. Its focus: analyze the social and economic impact of clean vs dirty energy.

CTO 100

CTO Engagement Design Policies 100

Imaginatik

DECEMBER 2, 2018

Current enterprise structures and their HR systems and policies were designed to support a business setting that no longer exists. If you factor in the fact that large enterprises are being consistently challenged to innovate and develop new growth capabilities for their business models, products, services, customer engagement models, etc.,

Policies 113

Policies Guidelines System Strategy 113

Imaginatik

SEPTEMBER 2, 2016

The implications of this question are profound, as they are compelling and wonderfully pragmatic - impacting: Your products and services (re-design ‘em), Your value and supply chain (re-configure ‘em), Your capabilities and assets – know-whats, know-hows and know-whys (re-think ‘em), and. Otherwise, why bother?

Meeting 100

Meeting Innovation Competition Big Data 100