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IT Innovation for Business

As drivers of innovation, CIOs need to collaborate with business units upstream of strategic thinking, to develop an innovation dynamic that is locally adapted and globally consistent.

How can IT innovation be structured within the IT Department?

In an ever-changing global economic context, innovation represents an essential key lever to support companies growth and business competitiveness.

Securing the tangible value of an innovation requires a global vision of the environment in which it is embedded and a precise knowledge of its uses and users. ​​

This is why innovation activities need to be driven by the potential of the business value they can generate, from both a technological and a real-use perspective.

And there is no scarcity of technologies that are potential sources of innovation for companies:

  • AI / Gen AI

  • Blockchain​

  • IoT​

  • Data​

  • Automation

  • API

Structuring your IT innovation activity involves working on several dimensions: culture, organization, governance, methods and tools.

  • Rethinking the positioning of the CIO as a key partner in ideation

    This involves evolving the culture and organization of the CIO to institute and encourage closer collaboration with the business units. The CIO positions itself as a key partner of the business lines in the ideation and implementation of innovative projects. It must therefore establish a relationship of trust with them, based on shared objectives (IT performance metrics correlated with business data. In addition, its technological expertise and ongoing monitoring should enable the CIO to be proactive in proposing the usage of new technologies.

  • Integrating industrialisation constraints into the product life cycle, starting with the Proof of Concept (POC) phase

    The industrialization of a product innovation is the crucial stage in realizing its value, viability and scalability. In order to capitalize on the experimentation efforts made by the Business and IT teams, and to avoid the frustration of not deploying a solution, CIOs are responsible for validating the criteria for integrating innovation into the information system (security, legal, architecture, etc.) right from the upstream scoping phases, and play a real role in advising the business on technology.

  • Providing open innovation tools in a secure environment

    pen innovation tools and resources in a secure framework give businesses greater autonomy and meet the need for rapidity (Go to Market), flexibility and resilience in new applications linked to native cloud technologies. Among recent business innovation models, the rise of Low-code/No-code platforms and AI experimentation and acculturation platforms is one response to the need for speed, flexibility and resilience in new applications linked to native cloud technologies. They also help to provide users with an intuitive, personalized digital experience, which will guarantee adoption by the business.

How we can help

  • Rethinking the organization to support innovation

    Move towards an organization and skills base capable of fostering and supporting innovation. Systematize co-construction with the Business Units (product approach, mixed Business/IT teams): from the identification of opportunities to the industrialization of the most value-creating or critical innovations

  • Creating and equipping a secure framework for innovation

    Offering a service and tools to support the free emergence of innovations outside IT teams, while still imposing an IT risk management framework (cyber risks, RGPD, etc.) to ensure the healthy and controlled growth of innovation.

  • Frame, prioritize and manage your innovative projects using a roadmap 

    Highlight your portfolio of innovations and build a roadmap for implementing them and putting in place measurement indicators to guarantee the expected business ROI.

  • Putting in place dedicated and appropriate processes

    Defining innovation processes, from ideation to industrialization, shared between IT and the business, as well as stages of go/no-go or studies requiring the intervention of experts (make or buy, choice of external solution, integration into existing architecture, etc.).