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IDC PeerScape: Practices for Achieving Excellence in Digital Innovation

IDC PeerScape: Practices for Achieving Excellence in Digital Innovation

This IDC PeerScape describes how chief information officers (CIOs) in four enterprises — Procter & Gamble Co., Beachbody LLC, State Auto Insurance Companies, and Cushman & Wakefield Inc. — are fostering an innovation culture, feeding the pipeline of innovative ideas, and selecting which innovation ideas to pursue. Senior leaders at these firms advise IT leaders to build an innovation culture throughout their organization, starting with hiring, prioritize ideas based on strategic goals defined by business leaders, reject superficial and wasteful techniques like "tech tourism," and know when to pull the plug on an innovation project. Readers will learn how to win C-suite support and funding for innovation, as well as how to spot the "red flags" suggesting a pilot project should be halted."The CIOs featured in this document are providing pragmatic advice about handling the politics of innovation, not the glittering generalities in many articles about innovation," says Mitch Betts, an adjunct analyst with IDC's IT Executive Programs.

Please Note: Extended description available upon request.


IDC PeerScape Figure
Executive Summary
Peer Insights
Practice 1: Build a Top-to-Bottom Innovation Culture, Starting with Hiring
Challenge
Examples
Guidance
Practice 2: Feed, and Fund, the Pipeline of Innovative Ideas
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Examples
Guidance
Practice 3: Prioritize Ideas Based on Business Imperatives
Challenge
Examples
Guidance
Practice 4: Test Multiple Ideas, and Decide Whether to Stop, Go, or Pivot
Challenge
Examples
Guidance
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