Podcasts about imaginatik

On this special on-location* episode of Love the Problem we sit down with Mark Turrell as he talks about his 25 Year Plan to save everyone on the planet all at the same time. This episode really dives into why if you are going to solve problems on scale you cannot do it through linear means. You need exponential solutions. We take a long winding journey to learn about how this plan will look in action before finally arriving on how important education is to make everything work. Really interesting episode that touches on more topics than can be named. *It gets a bit windy in points during this episode! About Mark: Mark Turrell is a World Economic Forum Young Global Leader (2010) and Technology Pioneer (2008). He pioneered the development of crowdsourcing and collective intelligence as founder of Imaginatik plc (www.imaginatik.com), focused on innovation and collaborative problem solving. During this time he consulted to hundreds of companies and business units, spanning a wide range of industries including healthcare, technology, chemicals, industrial, telecommunications and government. In 2010 he founded Orcasci (www.orcasci.com) a strategy company developing the Science of Spread and applying the approach to developing growth programs and go-to-market strategies for technology and science companies. He has worked as a mentor to many start-ups across Europe and the US, helping develop strategies, and tapping into his extensive network. Mark is also a strategist helping NGOs develop plans to scale and spread their good works. He is an Associate Professor at Hult International Business School lecturing on marketing, innovation and entrepreneurship and is a visting lecturer at WHU in Valldemar, Germany.

This talk was given by Mark at a conference from the food associations from Slovenia for their annual summit. The focus was on 'collective intelligence' as the industry tries to scale to meet changing customer needs, and feed a growing audience of demanding tourists. The talk covered some of Mark's background in the innovation area with his work on idea management at Imaginatik, the company he founded following his doctoral research. It went into the importance of thinking collectively, and ended with some tips for how managers should behave to take advantage of the power of the crowd - being 'smart and super lazy'! The talk can be found here - it is a Google Slide deck. Enjoy!  

A Visual Toolkit for Making Change Stick  Interview by Chicke Fitzgerald of the Game Changer Network  Research shows that up to seventy percent of all change initiatives fail. Let's face it, change is hard, as is getting an organization on board and working through the process. One thing that has been known to be effective is onboarding teams not only to understand this change, but to see the process and the progress of institutional change. Charting Change will help teams and companies visualize this complicated process.  Kelley has developed the Change Planning Toolkit™ and the Change Planning Canvas™, which enable leadership and project teams to easily discuss the variables that will influence the change effort and organize them in a collaborative and visual way. Braden Kelley is a dynamic, engaging innovation speaker with experience training and consulting with some of the world's leading organizations. He speaks at conferences and corporate events around the globe about innovation, change management, organizational agility, and digital transformation.  This on demand audio series is a part of the Executive Girlfriends Group Vignette Series. Chicke Fitzgerald interviews Branden Kelley. The original live interview was 4/8/16.  This book will teach readers how to use this visual toolkit to build a common language and vision for implementing change. It will help managers build a cohesive approach that can be more easily embraced by employees who are charged with the actual implementation of change. Braden Kelley has been advising companies on how to increase their revenue and cut their costs since 1996. Braden speaks and writes frequently on the topics of continuous innovation and change and works with clients to create innovative strategies, digital transformation , and beating the 70% change failure rate. He has maximized profits for companies while living and working in England, Germany, and the United States. Braden earned his MBA from top rated London Business School. Braden is passionate about innovation and has published more than 65 0 articles for online publications including articles translated into Spanish, French, Swedish, and Portuguese. In addition, he has written white papers for Innocentive , Planview and Imaginatik. Braden has been published by The Washington Post, The Atlantic, ProjectManagement.com, Wired, Social Media Today, and iSixSigma magazine. In his spare time, Braden runs the world's most popular innovation web site InnovationExcellence.com home to more than 7,500 articles from 400+ contributing authors. His website is http://bradenkelley.com/ The Game Changer is featured on C-Suite Network. Chicke is a philanthropreneur • she zigs where others zag, creating value, growth and bringing to life crazy good ideas that will leave a legacy

Braden Kelley is an experienced leader of projects and programs focused on innovation, digital transformation, design thinking, organizational change, and process improvement. He is the author of two books (1) "Charting Change" and (2) "Stoking Your Innovation Bonfire", and has helped numerous organizations increase their revenue and cut their costs through the creation of innovative strategies, organizational change, digital transformation, and improved organizational performance. He has maximized profits for companies while living and working in England, Germany, and the United States. Braden earned his MBA from top-rated London Business School. Braden is passionate about digital transformation, innovation and change, and has written for numerous online publications including CIO.com, The Atlantic, Wired, and The Washington Post. In addition, he has written commissioned white papers on “Harnessing the Global Talent Pool to Accelerate Innovation” for Innocentive, "Winning the War for Innovation" for Imaginatik, and "Five Ways to Make Your Innovation Culture Smell Better" for Planview. In his spare time, Braden is a popular keynote speaker, workshop leader, and a co-founder of the world’s largest global innovation community – InnovationExcellence.com – home to 7,000+ innovation articles and is an innovation leader on Twitter (@innovate) with 19,500+ hard-earned followers.   About Innovation excellence:   InnovationExcellence.com is the online home of the global innovation community, building upon a rapidly-growing network with thousands of members from over 175 countries – thought leaders, executives, practitioners, consultants, vendors, and academia representing all sectors and industries. Their mission is to broadly enhance innovation by providing a forum for connection and conversation across this community – assembling an ever-growing arsenal of resources, best practices and proven answers for achieving innovation excellence. Their community currently generates over 225,000 unique visits and requests more than 800,000 pages every month. Braden also partnered with Rowan Gibson, Julie Anixter and Dean DeBiase to built Innovation Excellence and now has over 400 contributing authors around the world providing a range of perspective on the business aspects of innovation and how to help people succeed in their business.   What Innovation means:   Braden define innovation as a means to transforms the useful seeds of invention into widely adoptive solution that values above every existing alternative. Several key things about this definition: The tension between useful VS valuable - you can create lots of useful things very easily but the things that are valuable to people are much harder. The tension between invention and innovation - (they are not the same thing) often times people can get confused when they are inventing things and thinking that it is innovation. One of the key differentiators between innovation and invention is for something to make that leap from one to the other is that innovation must become widely adopted and must also, as a result of its inherit value be able to displace the existing solution even if it is the “do nothing solution”.   The 2 key to success for any organizations: What you have to do is to be really really good at what you do and but you also have to have one eye at the future. Your customer and understanding how their needs are changing overtime so that you are delivering the things that they look to you to provide in terms of the solutions. Innovation is all about value - so you have to be constantly on top of identifying where value comes from in your contacts and how to deliver value and translate that value for people to access that value. Innovation excellence Operational excellence   Value came from three components: Value Creation - the invention part of it Value Access - helping people access that value Value Translation - to help people understand how these new things will fit into their lives   The challenge that companies have in creating the innovation culture is RISK PROFILE. It is one key challenge that every organization have. Oftentimes organizations tend to over index whereas repeatability and operational excellence is they do that to deliver that consistency that the customers expect in that quality. Sometimes it leads people to feeling that they can’t make a mistake so you have to sort of change the mindset of the organization and make learning an accepted part of the culture because you can learn from success as much as you can learn from failures as long as you are set up to do it.   Braden’s Books: Stoking Your Innovation Bonfire Charting Change   Tips to captivate change: Organizational change - it is all about the mindset and what’s important to different individual You really need to segment inside your company for your customers It is all about the customer   Branden shares what excites him about the industry:   “Good artist copy and great artist steal” - Pablo Picasso   If organizations really want to be in it for a long haul and they exist  50 years from now, you have to put the right building blocks in place to build the right mindset and the right culture so that you will have the ability to change as the world changes around you.   You should not rush in without having an understanding of what you are going to do of people’s idea on the back-end. Do not start an innovation program if you are not committed financially, committed to time for people to work on the projects. Before you start asking anybody for anything, know what you are going to do with what they provide. Do you research, do your homework. It is not just about things in your area but keep a file of the things that you are trying to do that has impact. Look and learn from other people who are already doing it and see what you can leverage out of it.   “A body in motion stays in motion, a body at rest stays at rest”   Productivity tool: Notepad Outlook Calendar (online version)   Book Recommendations: Winning the Brain Game by Matthew E. May   Connect with Branden: Website: InnovationExcellence.com and BradenKelley.com LinkedIn: Braden Kelley on LinkedIn Twitter: @innovate Facebook: Innovation Excellence   Thanks again for tuning in! To help out the show: Please leave an iTunes review or post a comment below. Your help is greatly appreciated. If you know any Canadian Innovators whom you like us to feature, please feel free to email us. Listen to more innovators who are crushing it here.   I’m still channeling Gary Vee! Ratings and reviews are my oxygen! Have you seen the new CanInnovate resources & tools page, that provides different offers and discounts. Who doesn’t love to save money? We are a big supporter of Unsplash.com photos. Special thanks to rawpixel

Corporate Innovation, Mid-Level Managers and the New 20% Ralph Welborn has spent over 25 years providing business and technology advisory services to both private and public sector organizations globally. He has held a variety of leadership positions, including CEO of Imaginatik, the market-leading innovation advisory and platform company; leader of IBM's Strategy & Transformation business in the Middle East and Africa; senior vice president at KPMG Consulting; and a cofounder of an e-commerce company.  In this podcast, Brian Ardinger talks with Ralph about his new book Topple: The End of the Firm-Based Strategy and the Rise of New Models for Explosive Growth. The Topple Rate refers to how major companies are failing, and how that is fall is accelerating. Companies are attempting digital transformation efforts, with little success.  Ralph believes we need to avoid running the Red Queen race and learn from the companies having explosive growth. Currently, approx. 20% of a company’s capabilities are driving 70% of value. However, this will not be the new 20% that they will need tomorrow. Companies don’t have to focus on a lot of things to make a big impact. Understand that you should focus your innovation program on the new 20%. We must not look at firm-based strategies anymore. We must engage with emerging business ecosystem to capture new value. Orchestrating capabilities of others.  We must also turn the lens around on the points of friction of our customers. What are the capabilities we need to solve that problem and then, what are the products and services we have that could fit, or what do we need to create? Examine where value is being created and destroyed and where are we going to plant our flag. What are the unique set of capabilities around planting that flag and how are we going to orchestrate our ecosystem to plant the flag. They also discussed why mid-level managers are key to innovation.  To continue the discussion, connect with Ralph at ralph@capimpact.com. or http://www.capimpact.com. or check out his book Topple on Amazon at: https://amzn.to/2Nx4Ylk If you are interested in more discussion on corporate innovation, check out Brian Ardinger’s discussion with Janice Fraser with Bionic at https://insideoutside.io/podcast/ep-84-janice-fraser-w-bionic-solution/ This episode is sponsored by GLIDR. GLIDR software helps you validate that you're going to market with products and business models that drive real value. Check them out at https://www.glidr.io/iopodcast For information regarding your data privacy, visit acast.com/privacy

Corporate Innovation, Mid-Level Managers and the New 20% Ralph Welborn has spent over 25 years providing business and technology advisory services to both private and public sector organizations globally. He has held a variety of leadership positions, including CEO of Imaginatik, the market-leading innovation advisory and platform company; leader of IBM's Strategy & Transformation business in the Middle East and Africa; senior vice president at KPMG Consulting; and a cofounder of an e-commerce company.  In this podcast, Brian Ardinger talks with Ralph about his new book Topple: The End of the Firm-Based Strategy and the Rise of New Models for Explosive Growth. The Topple Rate refers to how major companies are failing, and how that is fall is accelerating. Companies are attempting digital transformation efforts, with little success.  Ralph believes we need to avoid running the Red Queen race and learn from the companies having explosive growth. Currently, approx. 20% of a company’s capabilities are driving 70% of value. However, this will not be the new 20% that they will need tomorrow. Companies don’t have to focus on a lot of things to make a big impact. Understand that you should focus your innovation program on the new 20%. We must not look at firm-based strategies anymore. We must engage with emerging business ecosystem to capture new value. Orchestrating capabilities of others.  We must also turn the lens around on the points of friction of our customers. What are the capabilities we need to solve that problem and then, what are the products and services we have that could fit, or what do we need to create? Examine where value is being created and destroyed and where are we going to plant our flag. What are the unique set of capabilities around planting that flag and how are we going to orchestrate our ecosystem to plant the flag. They also discussed why mid-level managers are key to innovation.  To continue the discussion, connect with Ralph at ralph@capimpact.com. or http://www.capimpact.com. or check out his book Topple on Amazon at: https://amzn.to/2Nx4Ylk If you are interested in more discussion on corporate innovation, check out Brian Ardinger’s discussion with Janice Fraser with Bionic at https://insideoutside.io/podcast/ep-84-janice-fraser-w-bionic-solution/ This episode is sponsored by GLIDR. GLIDR software helps you validate that you're going to market with products and business models that drive real value. Check them out at https://www.glidr.io/iopodcast GET THE LATEST RESOURCES Get the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HERE For information regarding your data privacy, visit acast.com/privacy

The business logic of the past decades no longer applies. A changed competitive world requires a new strategic question: “Where is the value being created — and destroyed — in the ecosystem in which you're engaged, and what do you do about it?”  
 Ralph Welborn, PhD is today's guest. Ralph has held a variety of leadership positions, including CEO of Imaginatik, where he received the European CEO award in 2016; he has been leader of IBM's Strategy & Transformation business in the Middle East and Africa; and senior vice president of KPMG Consulting and is also co-founder of an e-commerce company, today's focus is his truly excellent book: Topple – The End of the Firm-Based Strategy and Rise of New Models for Explosive Growth. 
 Ralph will share specific lessons and insights for every sized organization to make sense of the changed competitive environment, including: 
 What is your ecosystem? — Who comprises it, and what is driving the shifts in value? How, instead of pushing products, do you own a problem, meet a specific customer need and/or tackle specific friction? What are the implications of the new strategic questions on where you play and, most importantly, how you execute? What are the new capabilities critical to do so? Who and how do you engage to orchestrate capabilities to capture the new sources of value in new ways?