Kick-Start IT-Led Business Innovation

Phase 1: Launch Innovation

Innovate now – formalize later!

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How to navigate this Blueprint

You are here

Executive Launch Mature

Ideate Prototype
Brief Innovation Capability

You are here to…. You are here to… Go here to… Go here to… Go here to…
• Learn about Info- • Define a • Identify • Design • Design and
Tech’s innovation sponsored opportunities for prototypes. implement
methodology and mandate for innovation. • Socialize improvements to
approach. innovation. • Generate ideas. prototypes with your innovation
• Decide if this • Assemble a team • Prioritize ideas. users. process.
project is right for to start facilitating • Get prototypes • Increase
your team. ideation. approved. innovation
engagement.
• Leverage our
quick-win tactics.

Viewing
View Executive View Phase 2 View Phase 3 View Phase 4
Brief Phase 1

View the entire blueprint

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Navigate this phase with ease by taking advantage of the
following visual cues
Use these icons to help guide you through each step of the blueprint and direct you to content related to
the recommended activities.

This icon denotes a slide where a supporting Info-Tech tool or template will help you perform
the activity or step associated with the slide. Refer to the supporting tool or template to get
the best results and proceed to the next step of the project.

This icon denotes a slide with an associated activity. The activity can be performed either as
part of your project or with the support of Info-Tech team members, who will come onsite to
facilitate a workshop for your organization.

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Info-Tech offers various levels of project support to best suit
your needs

Consulting
Info-Tech Involvement

Workshop
Guided
“Our team does not
Implementation
have the time or the
“We need to hit the knowledge to take this
DIY Toolkit project on. We need
ground running and
get this project kicked assistance through the
“Our team knows that entirety of this
we need to fix a off immediately. Our
team has the ability to project.”
“Our team has already process, but we need
assistance to take this over once we
made this critical get a framework and
project a priority, and determine where to
focus. Some check-ins strategy in place.”
we have the time and
capability, but some along the way would
guidance along the way help keep us on track.”
would be helpful.”

Degree of Customization
Diagnostics and consistent frameworks used throughout four options

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 Kick-Start IT-Led Business Innovation – project overview
Launch Mature Innovation
Ideate Prototype
Innovation Capability
1.1 Define the Innovation 2.1 Frame the Problem 3.1 Design Prototype 4.1 Implement Process
Mandate Improvements
2.2 Ideate 3.2 Socialize Prototype
1.2 Structure and Kick-Start 4.2 Increase Innovation
2.3 Prioritize Ideas 3.2 Approve Prototype
Innovation Engagement
Best-Practice 4.2 Leverage Quick-Win
Toolkit Tactics
Introduce innovation and Identify opportunities for Discuss prototyping Document the target
set objectives. IT-led innovation and techniques and review any innovation process.
review any finalized completed prototype
Define the innovation Create an action plan to
problem statements. design work.
mandate. operationalize the process.
Discuss ideation Overcome prototyping
Prepare to launch the Identify innovation program
techniques and review any challenges and review any
initiative. components.
completed idea user feedback.
documents. Create an action plan to
Prepare to submit
implement the innovation
Establish an idea business cases for
program.
prioritization approach and completed prototypes.
help select top ideas. Assess innovation
Guided progress and address
Implementations challenges.
Phase 1 Results: Phase 2 Results: Phase 3 Results: Phase 4 Results:
• An innovation working • New ideas are developed • Prototypes are designed, • A permanent innovation
group is created. and prioritized. socialized, and approved. process and program is
implemented.

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 Workshop overview
Contact your account representative or email Workshops@InfoTech.com for more information.
This workshop can be deployed as either a four or five day engagement depending on the level of preparation completed by
the client prior to the facilitator arriving onsite.

Day 1 Day 2 Day 3 Day 4 Day 5

Preparation Workshop Day Workshop Day Workshop Day Workshop Day

Workshop Preparation Morning Itinerary Morning Itinerary Morning Itinerary Morning Itinerary
• Complete the CIO • Introduce innovation. • Identify processes that • Select an urgent • Document a process for
Business Vision Survey • Assess IT maturity. present opportunities for opportunity for IT-led ideation.
to assess overall IT • Define current IT-led innovation. innovation. • Assign roles and
maturity. innovation capability. • Map selected processes. • Map the associated responsibilities.
• Discuss the selection of • Finalize problem process. • Identify innovation
workshop participants statements. • Finalize the problem initiatives and program
(based on the types of statement. components.
process pains you would
like to ideate around).
Afternoon Itinerary Afternoon Itinerary Afternoon Itinerary Afternoon Itinerary
• Introduce ideation. • Establish ground rules • Generate ideas. • Select metrics to
• Practice ideation. for ideation. • Assess ideas. measure progress.
• Generate ideas. • Pitch and prioritize • Document an action plan
• Assess ideas. ideas. to roll out the innovation
• Pitch and prioritize • Introduce prototyping. process and program.
ideas. • Map the user journey for • Create a communication
top ideas. plan.
• Summarize findings and
gather feedback.

The light blue slides at the end of each section highlight the key activities and exercises that will be
completed during the engagement with our analyst team.

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 Phase 1: Launch Innovation

Phase 1: Phase 2: Phase 3: Phase 4:

Mature
Launch
Ideate Prototype Innovation
Innovation
Capability

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Guided Implementation for Phase 1
Call 1-888-670-8889 or email GuidedImplementations@InfoTech.com for more information.

Complete these steps on your own, or call us to complete a guided implementation. A guided implementation is a series of 2-
3 advisory calls that help you execute each phase of a project. They are included in most advisory memberships.
Guided Implementation 1: Launch Innovation
Proposed Time to Completion: 2-4 weeks

Call 1: Set Objectives
Start with an analyst kick off
call:
• Discuss your objectives.
• Introduce our innovation
methodology.
• Define next steps.
Call 2: Define the Innovation Mandate
Review findings with analyst:
• Define a clear innovation mandate
for your team.
• Understand the innovation process
the team will be facilitating.
Call 3: Prepare to Launch Innovation
Finalize phase deliverable:
• Review the completed Innovation
Working Group Charter.
• Review the action plan and prepare
to launch the initiative.

Then complete these activities…
• Identify areas that IT needs to
innovate around to advance its
maturity.
Then complete these activities…
• Assemble an innovation working
group.
• Assign roles and responsibilities for
the innovation process.
Then complete these activities…
• Communicate the initiative to the rest
of the department.
• Launch the initiative.

With these tools & templates:

Innovation Working Group Charter
Template

Phase 1 Results & Insights:

• Do not wait to start using innovation to advance the reputation of IT. It will only take a few weeks to assemble a team
to start facilitating IT-led innovation. By the end of this guided implementation you will have a mandate to innovate,
and a team to help you succeed.

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1.1 Define a Sponsored Mandate for Innovation

Activities in this step

1.1a Deploy the Business Vision Diagnostic.
1.1b Use the results of the diagnostic to identify your current maturity level.
1.1c Define your target state.
1.1d Understand your gaps and opportunities.
1.1e Prioritize gaps to narrow your innovation focus.
1.1f Document a sponsored mandate for innovation that will help you achieve your target maturity level.

Immediate outcomes of this step Key insights

• Simply asking staff to innovate will result in

After completing this activity you will have:
 A mandate that clearly describes what you are
trying to achieve with innovation
 A list of activities, processes, and services that
present the greatest opportunity for innovation
 An understanding of how the ideas generated by
your innovation process should be prioritized to
help you meet your mandate
confusion and inaction; you need to tell them
what they are innovating for.
• Do not mandate transformation if your core
services still need work. Find out what the
business wants from IT so your team can
innovate around the problems that matter most
to their stakeholders.
• Your innovation focus should mature as IT does;
start with your users, and advance to the end
customer when you gain the credibility needed
to play a more strategic role.

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1.1 Select an individual to own your innovation initiative
Before you begin, choose an effective innovation
champion. This person should have 1-3 hours per
week available to work with your team on innovation.
Time commitment may fluctuate depending on the
number of ideas generated by the team. This
individual will:
1. Work with you to define a sponsored mandate for
IT-led innovation.
2. Assemble and chair an innovation working group.
3. Lead the effort to source opportunities for
innovation, assess and prioritize ideas, and
facilitate ideation and prototyping.
4. Ensure that the group’s activities align with your
mandate for innovation.
Info-Tech Insight
The architecture function is innovative by
necessity, tasked with understanding the future
state of the organization. If you have a strong
staff member in this practice, he or she may be
your best candidate.
The Ideal Project Lead:
• A vocal interest in innovation:
entrepreneurial or design experience will be
a plus.
• Extensive facilitation experience: the best
ideas are nurtured through collaborative
sessions, and these benefit significantly
from impartial and skilled facilitation. This
experience might be gained through project
work, consulting work, or formal training.
• Strong relationships with most or all lines of
business.
• Program and project management
experience.
Ideal Roles:
• Chief Architect/Enterprise Architect
• Director/VP of Applications
• Strategy or Planning Manager
• Program Manager
• Senior BA
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1.1
Set a mandate for innovation will give your team purpose
and direction
IT departments want to innovate to meet the needs of business stakeholders and advance
the reputation of IT. These needs are going to shift as IT matures, and your innovation focus
should do the same. Innovating to transform the business when the business really wants IT
to provide better core services will get you nowhere. Before asking your team to innovate,
decide what they should be innovating for.

Once you do, set a mandate to let your team know why IT is leading innovation and what
types of problems and opportunities should be targeted for ideation. Follow this four-
step process to get started:

Define a
mandate
Prioritize to close
gaps the gap
Identify
target
Identify maturity
current level
maturity
level

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1.1
Assess IT’s maturity level to decide what you want to
achieve with innovation
Your IT department is currently operating at one of these five levels of maturity.
Before you set the innovation mandate, find out how far you want IT to climb
and which ideas will get you to the top faster.

Transformative Innovator – Transforms

Reliable Technology Innovation

Evolutionary Innovator – Expands

Effective Execution on Business Projects, Strategic Use of
Analytics and Customer Technology

Trusted Operator – Optimizes

Effective Fulfillment of Work Orders, Functional Business
Applications, and Reliable Service Management

Reliable Operator – Supports

Reliable Infrastructure and IT Service Desk

Firefighter – Struggles
Inability to Provide Reliable Business Services

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1.1 Deploy the Business Vision Diagnostic
If you are conducting a workshop, this exercise should be done in advance. The diagnostic takes
1.1a approximately 1 month or less to create, launch, and close.

Instructions
Do not use guesswork to decide what level IT as operating at. We recommend surveying key Participants
stakeholders to measure the level of business satisfaction with IT’s core services, and using
this metric as a marker of your department’s maturity and effectiveness. • Business leaders you
would like to survey
1. Sign up for Info-Tech’s CIO Business Vision diagnostic. The entire diagnostic can usually
be completed within one month. Once you have decided which business leaders you
would like to survey, our team will:

• Create a custom survey.

Materials
• Launch, maintain, and support the survey in the field.
• Info-Tech’s CIO
• Close the survey when you’re ready and generate a custom results report. Business Vision
Diagnostic
• Explore results with a one-hour call with one of our Executive Advisors.

2. Once you receive the scorecard, you can use it to identify your current maturity level.
(Please refer to the next slide for a guide.)

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1.1
Use the results of the diagnostic to identify your current
maturity level
1.1b You will be discussing satisfaction metrics during the results call that is included with the diagnostic.

Look at your IT satisfaction scorecard and use the overall satisfaction metric to place
your IT department on our operating model.
While operating level is
largely determined by
overall satisfaction, we
recommend
90-100% Transformational
participating in a results
Innovator
call with one of our
analysts to interpret your
80-90%
scorecard in more detail.
Evolutionary Innovator

70-80%
Trusted Operator

60-70%
Reliable Operator

<60%
Firefighter

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1.1 Define your target state
1.1c 30 minutes

Instructions
Selecting your target maturity level will help you prioritize the ideas generated by Participants
your new innovation process. You want your team to focus on ideas with the
potential to elevate you to your desired level of maturity. • Innovation project
sponsor (CIO)
1. Your IT department is currently performing at one of five levels. Decide which
level you would like to progress to, and set a due date. Consider setting a
target for the following year, at which point you can re-deploy the CIO
Business Vision diagnostic and measure your success.
Materials
2. Take note of level of business satisfaction with IT Innovation Leadership, and
set a new target with the same due date. Launching an innovation initiative • Results of CIO
with this blueprint should help you increase this rating. Business Vision
Diagnostic
Trusted Evolutionary
Operator
August
ple Innovator
August

m
Info-Tech Insight
2016

a
2015

x
We recommend aiming one level

E
up. Changing perceptions of IT
requires credibility and a good track
IT Innovation Leadership: Satisfaction with providing opportunities for record. You will gain both as you
innovation and innovation leadership to improve the business. move up the ladder, but it takes time.
Current Rating Target Rating
68% 80%

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1.1 Understand your gaps and opportunities
If you are using the CIO Business Vision diagnostic to complete this exercise, you will speak about critical
1.1d gaps and opportunities during the results call. You can also do this independently, as outlined below.
Instructions
Now that you know what level of IT maturity you are aiming for, decide what needs Participants
to change for you to achieve it. Work with your project lead to gather intel about • Innovation project
where IT is not meeting the needs of the business. The output of this effort should sponsor (CIO)
be a list of activities, processes, services, and/or products that IT should be
targeting for innovation. • Innovation project lead
• Business stakeholders
Option 1: Review the results of the CIO Business Vision diagnostic as needed
Your scorecard details business satisfaction with core IT services, and also shows Materials
you how important each service is to the business. Pay special attention to
services with low satisfaction ratings and high importance ratings. These offer the • Results of the CIO
greatest opportunity for IT to deliver value. You’ll notice that IT Innovation Business Vision
Leadership is one of the core services. Diagnostic

Option 2: Hold a focus group with key stakeholders Info-Tech Insight

If you did not complete the CIO Business Vision diagnostic, schedule one or more Set realistic expectations. Do
working sessions with your key business stakeholders. These sessions should take not promise that every unmet
no more than 1-2 hours. Ask stakeholders: need will be addressed by your
team. You are simply trying to
• Which IT activities are most critical to the success of your department?
understand the business better
• Where is IT not meeting your needs? in order to prioritize ideas
according to stakeholder need.
• Which projects requiring IT support will be a priority for you in the next year?

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1.1 Prioritize gaps to narrow your innovation focus
1.1e 1 hour

Instructions
It is time to narrow the list to those areas that present the most critical opportunities for Participants
IT-led innovation. As your team begins ideating, you want to prioritize the solutions that
have the greatest potential to increase stakeholder satisfaction. • Innovation project
Review the long list of processes, services, and/or products generated during the sponsor (CIO)
previous exercise. Write each of these on a sticky note and place them on the • Innovation project lead
whiteboard or flip chart.
• Prioritize these items, and try to select 4-6 critical areas of focus. Think about your
current and target level of maturity and select items most critical to your Materials
advancement. See the next slide for further guidance.
• Results of the Business
Vision Diagnostic
• Findings from exercise
In order to progress from trusted operator to evolutionary innovator, 1.1d
what should IT be innovating around? • Whiteboard/flip chart

ple • Markers

m
Account • Sticky notes
Customer Website Data Management

a
Management

Ex
New Product Launch Data Quality

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1.1
Align your focus with IT’s maturity level; start with your
users and advance to the customer as you mature
Do not mandate transformation if your core services still require work.
Innovate to meet the pressing needs of the business until you have the
credibility to play a more strategic role.
If you are And want to be Innovate to… Innovate around…
here… here…
Evolutionary Transformative Innovator Lead business • Emerging/Disruptive
Innovator transformation Technology
• Analytical Capability
• Risk Management
• Customer-Facing Technology
• Enterprise Architecture
Trusted Operator Evolutionary Innovator Optimize business • IT Strategy and Governance
processes and support • Business Architecture
business transformation • Projects
• Resource Management
• Data Quality
Reliable Operator Trusted Operator Optimize IT processes and • Business Applications
services • Service Management
• Stakeholder Management
• Work Orders
Firefighter Reliable Operator Reduce user disruption and • Network and Infrastructure
adequately support the • Service Desk
business • Security
• User Devices

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1.1
Document a sponsored mandate for innovation that will
help you achieve your target maturity level
1.1f 1.5 hours

Instructions
You are now ready to document a mandate for innovation. This is not intended to Participants
limit the scope of new ideas; it is meant to guide your team to the problems and
opportunities that are most critical to IT and the business today. • Innovation project
sponsor (CIO)
1. Draft a mandate on a whiteboard or flip chart. Below are some suggested
subheadings and sample text, but feel free to customize them as you see • Innovation project lead
fit. • Business stakeholders
• High-Level Mandate: This should describe what you are trying to as needed
achieve with innovation. For example, a trusted operator attempting Materials
to become an evolutionary innovator might sponsor the following
mandate: IT is implementing an innovation initiative to ensure that • Critical areas of focus
this organization can perform at an evolutionary innovator level by identified in exercise
May 2016. The mandate of the innovation working group will be to 1.1e
generate innovations that optimize business processes and support
business transformation. • Innovation Working
Group Charter
• Areas of Focus: These are the activities, processes, and services
that present the greatest opportunity for innovation and improvement • Whiteboard/flip chart
of stakeholder satisfaction. For example, an IT department • Markers
attempting to become an evolutionary innovator might want the team
to innovate around: Customer Relationship Management, Business
Architecture, New Products, and Customer Website.
2. Review your draft and document it in Section 3 of Info-Tech’s
Innovation Working Group Charter, or customize the sample text provided in
the template to suit your team.

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1.2 Structure and Kick-Start the Innovation Initiative

Activities in this step

1.2a Assemble an innovation support group and communicate the mandate.
1.2b Introduce the process the team will be facilitating.
1.2c Introduce Info-Tech’s tools and templates.
1.2d Establish roles and responsibilities for IT-led innovation.
1.2e Create an action plan to start filling the idea reservoir.
1.2f Select metrics that measure the group’s success.
1.2g Train facilitators by running a pilot ideation session with the working group.

Immediate outcomes of this step Key insights

After completing this activity you will have:
 An innovation working group assembled and
ready to begin facilitating innovation with IT staff.
 A process to fill and filter a reservoir of ideas that
can be prototyped to generate IT-enabled
solutions.
 Metrics to measure your group’s success.
• If innovation has a poor reputation at your
organization, choose a different name for your
team.
• Relying on independent idea submissions is a
poor strategy. If you want high-value solutions,
you need to facilitate innovation with small
groups of staff.
• Good facilitators care more about innovators
than innovations. They are not there to vet
ideas; they are there to encourage out-of-the-
box thinking and risk taking.

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1.2 Establish a team to fulfill IT’s innovation mandate

You want to use innovation to get to the next level of maturity, and you know
where to focus your efforts. You are ready to assemble a team to start
innovating.

Your team will fulfill it with an

You have a mandate to advance
initiative that increases IT-led
to the next level of maturity…
innovation.

 Get new projects approved

r get
a
T vel  Prototype solutions
Le

 Create a reservoir of ideas

rr ent
Cu vel
Le
 Facilitate ideation with IT staff

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1.2 Choose your team’s name carefully

We’ve suggested the title, “Innovation Working Group,” but if innovation has
a bad reputation at your organization, you may want to consider an alternate
name.
1.2
In some organizations, innovation is strongly associated with disruption, failed projects, or
even job loss. In this type of environment, staff will hesitate to share ideas or invest time in
innovation that might be spent on regular work.

You do not want other staff to view your team

negatively before they’ve even had a chance
to facilitate innovation. This will make it
Innovation Solutions
difficult for them to engage users in the
Working Group Team

e
prototyping process, and may even prevent
business cases labelled as “innovative” from
being approved.
pl
If this is a concern, choose a different name
a m
for your team.
A push for innovation is simply a push for
E x Design Team
novel, IT-enabled solutions and projects. New Projects
There are plenty of other ways to describe Committee
this team without using the word “innovation”
in the title.

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1.2
Use Info-Tech’s Innovation Working Group Charter
Template to set your team on a productive path
1.2 Innovation Working Group Charter Template

You have defined your mandate and are ready to task a

small working group with ownership of IT-led innovation.
While you want to avoid placing too much rigor around
your team’s innovation efforts, you need to make your
expectations clear. Your team needs to know why and
how IT will be leading innovation. A full project plan will
not be needed, but this charter will serve as a lightweight
roadmap for the staff involved in this innovation initiative.

This charter will be created with input from the CIO,

project lead, and working group members. It will
include:
• The CIO’s mandate for innovation.
• The means by which innovation success will be
measured.
• The activities and people who will be involved in the
new innovation initiative. Change the group’s name on page 1.
Continue to populate the template as you
complete the exercises in this step.

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1.2 Assemble the team

All employees will be encouraged to participate in innovation, but

you should also assemble a smaller team to own and manage the
process. This group will be responsible for increasing Join our team!
innovation activity in IT and generating novel solutions to help

Example
you meet your mandate. You can open up membership to the
entire department; be clear that the mandate to innovate is
sponsored by the CIO, and set expectations about the time
commitment required. Aim to build a team of 4-6 individuals. The CIO has given us a mandate to
innovate, and we need your help.
Depending on the response, you may need to target specific Approximate Time Commitment:
staff members to ensure you have the right mix of skills and
perspectives. • 1-3 hours bi-weekly to assess ideas.
• 2-4 hours per month facilitating or
Key roles for your INNOVATION WORKING GROUP participating in brainstorming and
prototyping activities (this may increase
or decrease depending on the number of
1 Facilitators: You need at least 2 members with facilitation ideas in the channel).
experience, who are willing to lead small groups through
Requirements:
ideation exercises. Look for staff who have project, workshop,
or consulting experience • An interest in innovation! If you are
passionate about problem solving and
2 Steering Committee and PMO Representation: You need at solution design, this group is for you.
least 2 members who will recognize the ideas that have the
greatest potential to become successful projects and assist • Facilitation and design experience are a
with the development of strong business cases for high value bonus.
prototypes. Having someone on the team who can influence
project approval will make it easier to get funding for the
solutions generated by this process.

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1.2 Recruit effective facilitators

Your team will not fulfill the CIO’s mandate by asking staff to innovate
and waiting for them to generate good ideas. Innovation happens
when peers collaborate, and it happens faster if a facilitator is
present to guide people through the process. Your team’s main
function will be to run mini-workshops to identify problems that need
solving, and subsequent workshops to ideate and generate potential
solutions. Make sure you have several facilitators on your team
who are up to the task.
 Choose people who will focus on the innovators not the
innovations. Facilitators should be less concerned about the solution
itself and more focused on encouraging all attendees to participate in
the process. If the CEO is in the room,
 The facilitator does not need technical expertise. He or she is suddenly everyone thinks
there to provide exercise instructions and ask probing questions, not he has the best ideas. In a
to validate ideas. In fact, someone with less technical expertise will formal brainstorming
likely find it easier to remain unbiased. session, someone who is a
 Peers are better than bosses. Being comfortable with failure is
good facilitator can pull
critical to the success of these workshops. If participants are worried
about being judged by a superior based on the merit of their ideas, ideas from every person in
they will stop taking risks and limit their creativity. the room.
 A readiness to play is key. These sessions should not feel like work. - Kris Woyzbun, Senior Design
A good facilitator knows how to structure the workshop without stifling Lead at IDEO
creativity and fun.

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1.2
Hold a kick-off meeting with your team, and start by
communicating the mandate
1.2a 45 minutes

Instructions
Try to book a kick-off meeting as soon as you have selected your team members. You Participants
want to create a sense of urgency and prepare the team to start facilitating innovation as • Innovation project
soon as possible. sponsor (CIO), if
1. Open the session by sharing the mandate you documented in step 1.1. Ideally, the CIO available
can be present for this portion of the meeting to tell the team IT needs to start leading • Innovation project lead
innovation, what he/she would like the group to achieve, and where he/she would like
the group to focus its efforts (i.e. innovating around business processes). Share both • Innovation working group
the high-level mandate and the areas of focus documented at the end of exercise 1.1f.
Materials
2. Display the subsequent slide to introduce the concept of IT-led innovation. People often
confuse innovation with invention, so you want to make this distinction clear. • Innovation Working
3. Ask each member to introduce himself/herself and describe his/her interest in IT-led Group Charter, with
innovation. It will be helpful to understand what skills each person possesses so the mandate documented
group can collaborate more effectively.

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1.2 Introduce IT-Led Innovation

• You do not need to invent a new product, process, or service to be innovative.

• Innovations can be incremental improvements to existing products, processes,
or services.
• Innovation is a purposeful approach to problem solving that can be taught to all
individuals if properly facilitated.

Identify an
overlooked
business pain
Ideate and Implement the solution to solve
design an IT- the challenge. Deliver benefits to
enabled the business and bolster IT’s
solution reputation.
Select a critical
and well
understood
business pain An idea is only as good as the challenge it
addresses. IT’s innovation process must assist
with this critical problem identification step.
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1.2 Introduce the process that the team will be facilitating
1.2b 15 minutes

Instructions
Your group’s task is simple: fill and filter a reservoir of ideas and prototype them to Participants
generate IT-enabled solutions. Info-Tech has developed a simple process that your
working group can follow to develop these solutions quickly. • Innovation project lead
1. Display the subsequent slide to walk the group through the proposed innovation • Innovation working group
process and describe the four steps.
a) Facilitate Ideation to Source Ideas: Members of this group will facilitate mini-
working sessions to identify opportunities for innovation, and ideate around
them to generate potential solutions. Although independent submission is not Materials
as effective as facilitated ideation, staff submissions are still welcome.
• Innovation Working
b) Prioritize Ideas: Ideas will be stored in a “reservoir,” and prioritized based on Group Charter, with
alignment to strategic goals. The group will meet regularly to review the ideas in mandate documented
the reservoir and decide which should be prototyped.
• Whiteboard/flip chart
c) Facilitate Prototyping: As with ideation, members of this group will facilitate
rapid prototyping sessions to test and refine good ideas. • Markers

d) Seek Project Approval: The group will help develop business cases for • Sticky notes
successful prototypes and submit them to the steering committee. The end
results will be a pipeline of IT-enabled projects that deliver value to the
business.
2. If you wish to make any changes to this process, or to change the terms used, do so
now with the group and update section 5 of the Innovation Working Group Charter
accordingly. A sample protocol for the working group is included in section 6 of the
charter. Review it and customize it as needed to suit your team.

Info-Tech Research Group 28

1.2 Understand the four-step IT-led innovation process

1. The working group will facilitate

small group sessions to define and 4. If a prototype is successful, the
ideate around the problems that matter working group will create a business
most and start feeding the idea reservoir. case and seek project approval.

2. The working group will

monitor the reservoir and
prioritize ideas for
prototyping.

3. The working group will facilitate cheap

and quick prototyping to increase confidence
in potential solutions and filter the reservoir.

Info-Tech Research Group 29

1.2 Introduce Info-Tech’s tools and templates
1.2c 15 minutes

Instructions
Participants
Info-Tech has provided you with all the tools and templates that the group will use to
facilitate innovation. • Innovation project lead
1. Open up the tools and templates below and briefly explain how they will used. • Innovation working group
2. If time permits, you may want to review them in greater detail and ask if the group
would like to make any changes. Materials
3. Document the locations of the tools and points of contact in section 7 of the
• Innovation Working
Innovation Working Group Charter.
Group Charter
• Idea Document
Template
• Idea Reservoir Tool
• Prototyping Workbook

Prototyping Wo
Idea Document Idea Reservoir rkbook
Tool

Every idea the group A spreadsheet to collate Used to plan prototyping

assesses must be and rank the ideas and document feedback
submitted using this submitted to the group. gathered during
template. prototyping.

Info-Tech Research Group 30

1.2 Establish roles and responsibilities for IT-led innovation
1.2d 15 minutes

Instructions
Participants
Decide who will take ownership of each of the steps in the innovation process.
1. Before assigning roles and responsibilities, you will need to break the process on the • Innovation project lead
previous slide into more granular steps. Document these steps in a list on the • Innovation working group
whiteboard/flip chart. A best-practice list of steps is provided on the next slide for
reference, but you may need to adjust the terminology to suit your team.
• Generally, if a step has more than one owner, it is too big and needs to be broken
into two or more steps. Materials
2. Create two columns to the right of the list: Owner and Support.
• Innovation Working
3. As a group, decide who will own and support each step and document these names in Group Charter
the appropriate column.
• Whiteboard/flip chart
• Owner: The primary contact for this step; responsible for ensuring that the step is
• Markers
completed properly. Controls any associated tools and templates.
• Sticky notes
• Support: Individuals who will participate in or be consulted to complete this step.
Remember that you will be involving individuals outside of the working group in
ideation and prototyping.
For most of these steps, the innovation project lead selected by the CIO will be the owner.
When selecting support staff, think about the types of skills and perspectives needed to
execute the step successfully. For example, you will likely want to work with your
development team once you reach the prototyping stage.
4. Complete the chart and document it in section 8 of the
Innovation Working Group Charter.

Info-Tech Research Group 31

1.2 Sample roles and responsibilities
Plan on involving business users and stakeholders during ideation and
prototyping.
Facilitate ideation mini-workshops
Review completed idea documents
Prioritize ideas
Facilitate prototyping sessions
Prioritize prototyped solutions
Socialize prototypes with business
stakeholders
Develop business cases
Pitch business cases to steering
committee
Approve business cases
Owner
Innovation Project Lead
Innovation Project Lead
Innovation Project Lead
le
Innovation Project Lead
mp
Innovation Project Lead
Ex
Facilitator 1, Facilitator 2
a All working group members, Architects,
Working Group Member (who has
experience with business case creation)
Working Group Chair
IT Steering Committee
Support
Facilitators, Business Analysts
All working group members, SMEs as
needed
All working group members, SMEs as
needed
Bob, Mark, Business Analysts,
Development Team
other SMEs as needed
Idea Owner, Business Relationship
Managers
Head of the PMO, Steering Committee
Members
Idea Owner, Steering Committee
Representative, Idea Owner’s Manager
Info-Tech Research Group 32
1.2 Create an action plan to start filling the idea reservoir
1.2e 30 minutes

Instructions
You should be able to start sourcing ideas right away. Create an action plan and get Participants
moving. This plan should be relatively short; the aim is to open the idea channel. Once
ideation is under way, you will book subsequent sessions and start prototyping as needed. • Innovation project lead
1. Think about what needs to be done to officially launch IT-led innovation and get at least • Innovation working group
one good idea in the reservoir. Create a list of tasks on the whiteboard or flip chart.
2. Decide what each task should be completed by, and assign an owner. Document the
completed plan is section 8 of the Innovation Working Group Charter. Below is a
sample action plan that aligns with Info-Tech’s best-practice process. Materials

Task Complete By Owner • Innovation Working

Group Charter
Complete charter and obtain CIO sign-off May 1st Bob
• Whiteboard/flip chart
Schedule bi-weekly working group May 1st Bob
meetings • Markers
Run through a pilot ideation session to

ple May 6th Bob and • Sticky notes

m
learn how to facilitate exercises and use Mark

a
tools/templates

Ex
Communicate official launch of initiative

Distribute idea document templates to staff

May 11th (Announce it during
next department meeting)
May 11th
Marie

Marie
and invite submissions
Book the first ideation session Week of May 11th Bob

Info-Tech Research Group 33

1.2 Create metrics to measure the group’s success
1.2f 15 minutes

Instructions
It may take over a year for IT to fulfill its mandate to advance to the next level of maturity, but Participants
the working group will begin realizing benefits much sooner by generating ideas and IT-
enabled solutions. Select metrics now to give the group a clear set of objectives to work • Innovation project lead
towards. • Innovation working group
1. Ask the group: How will we know that we are making progress? Document a list of
appropriate metrics on the whiteboard. You can use the sample metrics listed below as a
starting point.
2. Set a target and deadline for each metric. This will help the group determine when it is Materials
appropriate to re-assess IT’s innovation capability.
• Innovation Working
• Hitting your targets will be a good indication that you have gained enough Group Charter
innovation experience to consider further investment (e.g. hiring part- or full-time
staff, investing in tools if needed). Your target needs to be high enough to • Whiteboard/flip chart
demonstrate significant progress. • Markers
3. Document metrics and targets in section 9 of the Innovation Working Group Charter.
Include details about the manner in which these metrics should be reported. Sample
metrics might include:
• Number of ideas submitted to the working group each month.
• Number of ideas that are prototyped per quarter.
• Cost reduced by deployed innovated solutions annually.
For more guidance regarding metrics, see the subsequent slide.

Info-Tech Research Group 34

 V4

1.2 Establish SMART innovation success metrics

Specific Measurable Actionable Realistic Time Bound

Make sure the Objectives are Objectives become Objectives must be An objective without
objective is clear measurable if there actionable when achievable given a timeline can be
and detailed. are specific specific initiatives your current put off indefinitely.
metrics assigned to designed to achieve resources or known Furthermore,
measure success. the objective are available resources. measuring success
Metrics should be identified. is challenging
objective. without a timeline.

How will you

What is the
measure the Is this within By when:
Who, what, action-
extent to my deadline,
where, why? oriented
which the capabilities? frequency?
verb?
goal is met?

A Number of idea documents submitted per month.

A RT B Number of ideas that are prototyped per quarter.

SM ation C Number of business cases/solutions approved per year.
n o v s
In etric D Number of successfully deployed solutions per year.
M E Revenue generated or cost reduced by approved projects/deployed solutions annually.

Info-Tech Research Group 35

1.2
Train facilitators by running a pilot ideation session with
the working group
1.2g 2-4 hours

Instructions
Your group is ready to start innovating. Info-Tech has developed detailed exercise Participants
instructions for facilitating ideation and prototyping. Hold a pilot session with the working
group to guide them through the exercises and prepare them to facilitate the exercises in • Innovation project lead
independent sessions with other IT staff. • Innovation working group
1. Prior to the meeting, read phases 2 and 3 of this blueprint, which include all of our best-
practice ideation and prototyping exercises.

Materials

• Phases 2 and 3 of the

Kick-Start IT-Led Kick-Start IT-Led
Business Innovation Business Innovation
Kick-Start IT-Led Business
Innovation – Phase 2: Ide – Phase 3: Blueprint
ate Prototype
• Idea Document
Template
• Idea Reservoir Tool
2. During the session, run the group through all the exercises in Phase 2. You will begin by
identifying a problem and end by inputting at least one completed idea document in the
reservoir. Not only will you be training facilitators to conduct the exercises, but
you will also be generating an idea (or several) that can be prototyped and turned
into real projects.
3. If the group decides that this particular idea should be prototyped, you can run a similar
pilot using the exercises in Phase 3.

Info-Tech Research Group 36

1.2 Communicate with stakeholders and open idea channels

Launch the Initiative

Sending an email to staff is unlikely to generate sufficient excitement and interest.
Communication should happen in person. SIGN-UP TODAY!
1. Secure a 30-minute time slot during the next department-wide meeting.
2. If possible, have the CIO introduce the initiative and share the mandate with staff.
This will make it clear to staff that participating in this initiative is being
encouraged by department leadership.
3. Introduce the members of the innovation group and describe the innovation
process.
4. Tell staff how they can get involved, including:
• Email the innovation group chair to suggest problems that should be
ideated around.
• Participate in ideation mini-workshops.
• Submit completed idea documents independently.
• Participate in prototyping (either by assisting with design, or as a user
providing feedback).
5. At the end of the session, ask for interested staff to sign up for the next
ideation mini-workshop. Having people sign up now will guarantee that
your initiative gets off the ground.
6. After the session is complete, send all staff a detailed description of the process
and links to the Idea Document Template that you would like them to use to
submit ideas if they wish to do so independently.

Info-Tech Research Group 37

1.2
With minimal investment, the right team can get IT
innovating in a few weeks or less
A group of volunteers was able to help this IT department fulfill
its innovation mandate
Industry:
IT Employee Count:
Case Study
Contributors:
IT had an internal mandate to
innovate
• IT wanted to improve its
reputation with the business.
• “Often the business would see a
new technology and become
frustrated that we weren’t using
it. We wanted to explore these
technologies and find out how
they could be used to make our
organization better.”
• There was a process in place for
staff to submit ideas to their
managers, but many staff felt
that management was not
receptive to their ideas.
Regional Municipality
130
Richard Leest, Manager, Strategy and Planning
Chris McCluskey, Senior Business Support Analyst
An innovation support group
was created
• The group runs innovation mini-
workshops, referred to as
“pods,” twice per month.
• Engagement has been high:
“Over 50% of all IT staff in IT
have joined in the innovation
pods at some point.”
• The group meets every third
week to discuss ideas, prioritize
ideas, share findings from
completed pods, and schedule
future pods.
The group is generating ideas
and innovation credibility
• Several ideas have been
submitted to the Technology
Steering Committee, and at
least one pilot is underway.
• Business stakeholders have
been so impressed by IT’s
innovation initiative that they
would like to scale it out across
the organization.
• “The business is now trying to
take the IT framework and
implement it across the business
to help other departments
innovate.”
Info-Tech Research Group 38
If you want additional support, have our analysts guide
you through this phase as part of an Info-Tech workshop
Book a workshop with our Info-Tech analysts:

• To accelerate this project, engage your IT team in an Info-Tech workshop with an Info-
Tech analyst team.
• Info-Tech analysts will join you and your team onsite at your location or welcome you to
Info-Tech’s historic Toronto office to participate in an innovative onsite workshop.
• Contact your account manager (www.infotech.com/account), or email
Workshops@InfoTech.com for more information.

The following are sample activities that will be conducted by Info-Tech analysts with your team:

Define the target state of IT maturity

1.1c Understanding what IT wants to achieve by innovating will be critical to the success
of your initiative. The analyst will review the results of the CIO Business Vision
diagnostic with your team to help you understand the current state of IT maturity. The
analyst will then facilitate an exercise to help the team define the target state that it
hopes to reach through innovation.

Define a sponsored mandate for innovation and set objectives

1.1f The analyst will facilitate an exercise to identify the areas that IT should be
innovating around. The analyst will help you capture this information in a clear
mandate for innovation that can be shared with staff after the workshop. The analyst
will also use this mandate to ensure that the remainder of the workshop aligns with
your team’s objectives.

Info-Tech Research Group 39

Appendix: Select References and Resources

Allison, Debra. “The Future CIO: Critical Skills.” Boulder, Colorado: EDUCAUSE: Center for Applied Research, 2010. Web. 5
December 2014. <https://net.educause.edu/ir/library/pdf/ERB1015.pdf>.
Barry, Katie, Ellen Domb and Michael S. Slocum. “TRIZ – What is TRIZ?” The TRIZ Journal (1999). Web. 26 February 2015.
<http://www.triz-journal.com/triz-what-is-triz/>.
Baya, Vinod, Bo Parker, and Christopher Wasden. “Can innovation be disciplined without killing it?”
PricewaterhouseCoopers LLP. 18 March 2011. Can innovation be disciplined without killing it? Web. 10 December 2014.
<http://www.pwc.com/us/en/technology-forecast/2011/issue2/features/innovation-disciplined.jhtml>.
Beaudouin-Lafon, Michel and Wendy Mackay. “The Human-Computer Interaction Handbook.” Hillsdale, NJ : L. Erlbaum
Associates Inc. , 2003.
d.School: Hasso Plattner Institute of Design at Stanford. “An Introduction to Design Thinking Process Guide.” 2010. Web. 3
March 2015. <https://dschool.stanford.edu/sandbox/groups/designresources/wiki/36873/attachments/74b3d/
ModeGuideBOOTCAMP2010L.pdf?sessionID=ab003347e062cf30ef56ef3d1a473be898a49776>.
d.School: Hasso Plattner Institute of Design at Stanford. “Bootcamp Bootleg.” 2011. 3 March 2015.
<http://dschool.stanford.edu/wp-content/uploads/2011/03/BootcampBootleg2010v2SLIM.pdf>.
Day, George. “Harvard Business Review: Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and Reward in an
Innovation Portfolio.” December 2007. Web. 27 January 2015. <https://hbr.org/2007/12/is-it-real-can-we-win-is-it-worth-
doing-managing-risk-and-reward-in-an-innovation-portfolio>.
Info-Tech Research Group. “CIO Outlook: September 2014.” Corporate Report. London, Ontario: Info-Tech Research
Group, 2014.
Kelly, Tom and David Kelly. “Creative Confidence.” London: Crown Business, 2013.
Kelly, Tom. “The Ten Faces of Innovation.” London: Crown Business, 2005.

Info-Tech Research Group 40

1.2 Appendix: Select References and Resources

Kupersmith, Kupe, Paul Mulvey and Kate McGoey. “How to Create a Problem Statement in Business Analysis.” 17
September 2013. Web. 24 February 2015. <http://www.dummies.com/how-to/content/how-to-create-a-problem-statement-in-
business-anal.html>.
Mann, Darrell and Ellen Domb. “40 Inventive (business) Principles with Examples.” The TRIZ Journal (1999). Web. 26
February 2015. <http://www.triz-journal.com/40-inventive-business-principles-examples/>.
Mears, Chris. “User Interviews – The Beginner’s Guide.” 15 August 2013. Web. 3 March 2015.
<http://theuxreview.co.uk/user-interviews-the-beginners-guide/>.
Mears, Chris. “User Journeys – The Beginner’s Guide.” 8 April 2013. Web. 5 March 2015. <http://theuxreview.co.uk/user-
journeys-beginners-guide/>.
OpenIDEO. “Create an Experience Map.” 2013. Web. 2 February 2015.
<https://d3gxp3iknbs7bs.cloudfront.net/attachments/f53aa20f1ed8de1438de7d1cf97b58f961fd2410.pdf>.
—. “What to Prototype.” 2013. Web. 2 February 2015.
<https://d3gyq8wptu1by3.cloudfront.net/attachments/2c911d636249657916fa23d17adb57358385faeb.pdf>.
Seelig, Tina. “How Reframing A Problem Unlocks Innovation.” 13 April 2013. Web. 24 February 2015.
<http://www.fastcodesign.com/1672354/how-reframing-a-problem-unlocks-innovation>.
Stikeleather, Jim. “Transformative new role for the CIO: Chief Innovation Officer.” 2013. Web. 5 December 2014.
<http://i.dell.com/sites/doccontent/business/solutions/power/en/Documents/ps2q13-20130290-stikeleather.pdf>.

Info-Tech Research Group 41