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Oct 2016 - Industry Developments and Models - Doc # US41822816

Innovation Strategies: Part 2 — Identifying the Contributors, Stakeholders, Services, and Value of Innovative Organizations

By: Fred Magee

Abstract

This IDC study provides specific guidance to CIOs as they meet the challenges of supporting enterprise investments in innovation: finding good ideas, vetting these ideas for their market potential, and, finally, making investments. Innovation is a process that is specific to an enterprise and shaped by its industry, leadership, culture, and approach to the use of new business-changing technologies. This study develops a framework for thinking about the CIO's role in supporting the enterprise innovation process, and it recommends specific ways that CIOs can organize IT to find and promote ideas that will benefit enterprise business performance. This study explores the following issues:

  • What are the different challenges and opportunities for the CIO in supporting ideas that come from top-down, bottom-up, or peer-to-peer sources?
  • What kinds of innovation outputs are possible? What is the CIO's role in delivering them?
  • Which innovation services can the CIO provide that supplement IT's overall service strategy?

"Innovation can come from many places inside an enterprise. It is not a one-size-fits-all concept, and it means different things for different kinds of enterprises. There are many ways that organizations cull ideas as raw material for innovation; generally speaking, there are three ways — top down, bottom up, and peer to peer," says Fred Magee, adjunct analyst for IDC's Executive Program. "Before creating an innovation portfolio of projects and goals, and before you begin to organize for innovation, it's important to think about how the agenda for change is set in the enterprise and where resources and ideas originate. Along with that, it's equally important to think about what your innovation is producing and for whom."


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