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The Innovation 'Function'

Imaginatik

In that vision of the “innovation funnel” the idea is at the end… the goal. Attempts to harness or direct that creative energy are not only futile, but actually impede the process. It’s just one tactic in an organization’s innovation program, but it’s a good one! The HR Head values retention and employee satisfaction.

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Crossing the Chasm: Overcoming hurdles to scaling innovation

Imaginatik

But the imperative of any innovation program is in its ability to scale and realize its financial promise. It is critical in any development process that innovation ‘show stoppers’ are recognized and nurtured quickly. To put it simply, everyone has good ideas -- and some have great ideas.

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Why Innovation Maturity Matters

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Senior leadership therefore develops a strategic plan for innovation, appoints a corporate innovation leader, and provides that leader with the resources deemed necessary and appropriate for success. The most common mistake: leadership doesn’t factor their organization’s Innovation Maturity level into the equation.

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Learning to be Innovative – Future Building’s Crucial Role in Driving Innovation Impact

Imaginatik

An obvious example is a clue from 2011 – the public launch of Uber’s ride-sharing program in San Francisco. Many innovation programs, and some R&D teams, benefit from full-time staff who work as designated innovation scouts. Future Building – a Core Innovation Skill Set.

Learning 100
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Strengthening the Organization and Accelerating Value – a fresh look at Capability Building

Imaginatik

Embedding an effective innovation program in your company requires a fresh look at capabilities. We find that very few – if any – large companies are truly set up to enable innovation to do battle with how the business landscape is evolving. Where are these issues being considered within the current innovation process? •

Trends 100
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Three Flavours of Open Innovation: breaking down institutional boundaries through the X-Factor, Speed Dating, and iOT

Imaginatik

The open innovation process here self-organizes the proper fit for start-up-to-problem-solution pairing. We have seen within our own clientele highly successful ‘inner brands’ for innovation, distinct from the parent, customer facing ‘outer brand’.