Unsere Team hilft Ihnen dabei, IT-Strategien zu entwickeln und in Assessments Ihre Strategieprozess zu analysieren

With the right concept, Ardour helps you redesign the role of IT as an innovator.

With the right concept, Ardour helps you redesign the role of IT as an innovator.

With the right concept, Ardour helps you redesign the role of IT as an innovator.

We do IT Innovation Management.

We do IT Innovation Management.

We do IT Innovation Management.

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Ardour Innovation

IT Innovation Management:
Use IT as a motor for business innovations

Hardly does a discipline change itself so much than the management of innovations. Ability to innovate is considered as an important lever in increasing profitability and growth as stated by surveyed executives. Innovation Management is an important success factor that is integrated in the product development not only for large organizations. To identify innovations and develop marketable solutions requires an effective organization of innovation management. A sustainably effective innovation management requires appropriate organizational framework and is based on transparent tracking of contributions achieved for the organization. One of the factors that is most often overlooked here or is not tracked consistently is namely the role of IT to be used as a key discipline in designing the innovations processes profitably and systematically. More often than not what is missing in the IT strategy is a clearly defined approach to IT Innovation Management that could make IT as a motor for business innovations.

Re-design the innovation process with Ardour Consulting

What challenges are unfolded during the innovation process?
What does innovation signify?
How does IT become an innovator?
How will it be operationalized?

The ability to innovate requires a coherent strategy

The digitization wave is already changing the organizations. The business executives are generally aware of the need for action emanating from it. However, the awareness to treat one’s own IT executives as strategic partners and the opportunity to build a systematic Innovation Management supported by IT is largely missing. In addition, there is often a lack of focus, resources and capabilities in IT. Moreover, IT has the reputation to be more “in love with the technology” than having the ability “to understand the business”. The current CDO vs. CIO discussion is similar to the CIO vs. CTO discussion a couple of years ago. One of the roles is concerned with the operation of IT and the other one carries out the business-oriented projects and innovations. These dual function discussions have not resulted in any real progress. Well-functioning and accepting organizations are characterized by IT managers who think and act in a business-like manner. The latter are communicative and talented in their interactions with the business managers and can reconcile necessary standardizations and comprehensive solution approaches with volatile and short-terms needs of the departments. Studies have always shown that if CEOs and CIOs get along well and are closely aligned strategically, the satisfaction with IT is generally higher. And we have a similar discussion with regard to innovation management: who should be responsible for it in the organization?

The Ardour IT Innovation Management framework is among one of the many alternatives who plead to not let the role of IT be limited only to “keep the business running” mode rather design it in such a manner that IT together with business managers can bring forth IT-based innovations. This makes an improved communication and true collaboration on both sides important. The rigid structures of collaboration between business and IT must be dismantled. The approach of “here the business and there the IT” where IT in many Innovation Management approaches is just the procurer for IT infrastructure and seldom contributor of concrete content and ideas. A coherent innovation strategy that can be anchored in the IT strategy, creation of fertile innovations culture as well as introduction of collaborative IT systems for the Innovation Management itself are regarded as factors critical for success.

Why our customers appreciate working with us for so many years?

Quite simply because we have experience, are fair, and always fully engaged.

Our methodology is tried and tested and supports you in keeping an eye on the important design fields. You can rely on the needs-based consulting from Ardour!

Innovations and their significance in modern organizations

What is innovation in the true sense?

The word meaning of innovation is “improvement” or “renewal”. Colloquially, one understands ideas and inventions as “innovations”. In a narrow sense, innovations are born when ideas result in new products, services or processes that are actually successfully introduced in the market and used by the customers. From this perspective, innovations are the intersections of customer requirements or usability, technological feasibility and marketability.

What are the types of innovations?

Innovations always show a reference to an object. As a result, there are innovations of products and services, business processes, the distribution channels, the IT processes as well as management methods and practices (e.g. Design Thinking, Open Innovation or Lead-User-Method, Scrum). The most comprehensive innovation (from organization’s perspective) is developing completely new business models. In addition to the distinction according to object, innovations are determined by their degree of novelty (basic innovation, improvement innovation, adaptation innovation, imitation and fake innovation), scope (new to the company, new to the customer, new to the competition), effective direction (needs-induced push innovation vs. offer-induced pull innovation) and their scope of change (incremental vs. disruptive / radical innovation).

What do innovations mean for the organization?

Innovation is a key driving force in maintaining the competitiveness of organizations and is more important than ever. Although innovations have always existed, the enormous advances in IT technology (computer performance, network bandwidth, storage technology, sensor technology) are new. Over the last few years, digitalization has led to a wealth of new concepts, methods and applications in almost all industries, and has created new framework conditions. Important drivers such as Big Data / Data Analytics, Industry 4.0, Internet of Things, Cloud Server or Artificial Intelligence (AI) make products and services intelligent and create a variety of new, smart or even disruptive opportunities for innovation.

The digitization wave is almost a stroke of luck for companies with a willingness and capability to innovate. Technological developments are kindling new or, in some cases, “dormant” technologies, thus providing an important contribution to the value of a company’s future. Many IT innovations are no longer possible without IT or require a corresponding technology deployment. As a result, an IT-led innovation management will be an even more important function in future.

When is an organization innovation friendly?

Based on various studies from universities and scientific institutions as well as business schools to successful companies, 13 innovative characteristics can be identified:

In the development phase of an innovation, the innovative organizations provide the opportunity to pursue ideas by making appropriate resources available.

In the development phase of an innovation, the innovative organizations provide the opportunity to pursue ideas by making appropriate resources available.

In the development phase of an innovation, the innovative organizations provide the opportunity to pursue ideas by making appropriate resources available.

In the implementation / development phase of the innovations, institutionalized and formalized processes must be established within the framework of a systematic project management.

In the implementation / development phase of the innovations, institutionalized and formalized processes must be established within the framework of a systematic project management.

In the implementation / development phase of the innovations, institutionalized and formalized processes must be established within the framework of a systematic project management.

Openness for new impulses and suggestions are encouraged. These allow dialogue with the public and involve customers, suppliers, external experts and employees in the innovation process.

Openness for new impulses and suggestions are encouraged. These allow dialogue with the public and involve customers, suppliers, external experts and employees in the innovation process.

Openness for new impulses and suggestions are encouraged. These allow dialogue with the public and involve customers, suppliers, external experts and employees in the innovation process.

Open information intake, dissemination and discussion are essential components of the company philosophy and are explicitly promoted.

Open information intake, dissemination and discussion are essential components of the company philosophy and are explicitly promoted.

Open information intake, dissemination and discussion are essential components of the company philosophy and are explicitly promoted.

Access to current information just as consistent flow of information should be ensured for all employees at all times.

Access to current information just as consistent flow of information should be ensured for all employees at all times.

Access to current information just as consistent flow of information should be ensured for all employees at all times.

Formal and informal face-to-face communication must be encouraged to exchange ideas, experiences, knowledge and information. Companies with high innovation activity are characterized by a high communication density.

Formal and informal face-to-face communication must be encouraged to exchange ideas, experiences, knowledge and information. Companies with high innovation activity are characterized by a high communication density.

Formal and informal face-to-face communication must be encouraged to exchange ideas, experiences, knowledge and information. Companies with high innovation activity are characterized by a high communication density.

To delegate the responsibility to further flesh out an idea to the “ïdea carrier” is as much a part of innovative culture.

To delegate the responsibility to further flesh out an idea to the “ïdea carrier” is as much a part of innovative culture.

To delegate the responsibility to further flesh out an idea to the “ïdea carrier” is as much a part of innovative culture.

Cross-functional collaboration in the innovation process.

Cross-functional collaboration in the innovation process.

Cross-functional collaboration in the innovation process.

Inter-departmental teams with different visions, abilities and different knowledge meet each other and help create new impulses and a realistic assessment of the project by all participants.

Inter-departmental teams with different visions, abilities and different knowledge meet each other and help create new impulses and a realistic assessment of the project by all participants.

Inter-departmental teams with different visions, abilities and different knowledge meet each other and help create new impulses and a realistic assessment of the project by all participants.

Visible and above all, sustainable support from the top management (not only in one-off Sunday talks).

Visible and above all, sustainable support from the top management (not only in one-off Sunday talks).

Visible and above all, sustainable support from the top management (not only in one-off Sunday talks).