Author Archives: Janet Sernack

Insights from my Israel Start-up Immersion

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I recently had the opportunity to sit down and retreat, reflect, immerse myself in and percolate the generative learning’s from my 6-year misadventure in Israeli start-up land. When I managed to identify, summarize and edit the 5 key learning’s I was surprised at how profound they were and how essential they are, as foundations, to ultimate 21st-century business enterprise innovation and leadership success.

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Making innovation a Habit – the birth of the creative leader

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“The traditional way we’ve thought about leadership—which I would describe as leading from the front, this idea that someone is at the top making all of the decisions—is not the most effective way of unlocking the creativity of an organization, whether it’s a traditional design organization, like an Ideo, or a company that’s trying to be more creative in the ...

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Generating Discovery for Innovation

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Just in case you haven’t seen the latest Star Trek movie yet, here is one of its key messages; “You know the greatest danger facing us is ourselves, an irrational fear of the unknown. But there’s no such thing as the unknown– only things temporarily hidden, temporarily not understood” Our approach to innovation at ImagineNation™ enables you to generate discovery ...

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Going Back to the Garage: the rise of the Fintech intrapreneur

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I recently attended a Fintech Meetup event involving 400 people present to hear the CEO of one of Australia’s four biggest banks speak about his innovation strategy. Unsurprisingly, it was to embrace innovation through technology and to create a people first culture. Interestingly, the people involved in organizing, hosting and even attending the event, seemed to be mostly ex-bankers, and ...

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The Rise of the Smart Creative (Lessons from Google)

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IBM Learning is now developing a completely different set of competencies which they encapsulate and describe as an ‘adaptive learner’. Stating that “innovation is the art of combination” where designers, developers, and engineers (and supervisors, managers and leaders) are required to combine their ‘expert intuition’ (and knowledge, skills and experience) with ‘strategic intuition’ (and innovative thinking).

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