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This IDC study provides field-tested solutions for IT leaders whose company cultures will adapt well to a formalized structure for innovation. By implementing these practices, CIOs and other business leaders can more effectively balance the demands of day-to-day technology management with the business potential of innovative IT. The successful innovation groups in these examples work with small budgets in quick turnaround projects. They collect and respond to ideas both inside and outside the company. They study and apply "design thinking" and agile methodologies. They create prototypes for field-testing and respond swiftly to customer feedback. They benefit from clearly articulated governance and funding models.
"Company culture plays a key role in determining the ideal structure for an IT innovation group," says Maryfran Johnson, adjunct analyst with IDC's IT Executive Programs (IEP). "But it is the clarity of the CIO's vision, the level of customer engagement, and the support of the rest of the business that builds and sustains an IT innovation ecosystem."