Digital innovation is a reality that all organizations really need to relate to. This is why it is extremely positive to see that many companies believe that they already have the right skills in place to complete this task.
Digital innovation er en virkelighed, som faktisk alle organisationer bør forholde sig til. Derfor er det også positivt at se, at mange virksomheder mener, at de allerede har gode kompetencer på plads til at løfte opgaven.
With the Expectation Barometer, NNIT continually gauges the level of innovation in Danish and international companies.
And according to the first results, Skills is the category where respondents across a range of industries and positions
have scored their business highly. With an average score of 7.3 out of 10, it is clear that the skillset of many
companies is close to ranking them as Navigators in NNIT's three innovation levels – Base Camp, Explorer and Navigator.
It is these strong in-house skills, deeply rooted in the company’s IT department, that drive efforts forward. However,
the Expectation Barometer also reveals that many companies could create more value than they already do if they added
external partners to their own company ecosystem.
– Whether you are going to invest in internal skills or make use of external consultants depends on your organization
and mindset. It's perfectly legitimate to ally with for example innovative start-ups if you do not have the skills
yourself. However, you also need to ensure that both your strategy and organization are focused on digital innovation,
and support your chosen competency model, explains Brian Troelsen, Business Development Director of NNIT.
NNIT tager med innovationsbarometeret løbende pulsen på innovationen i danske og internationale virksomheder. Og ifølge
de første resultater er lige netop kompetencer den kategori, hvor respondenterne på tværs af industri og
stillingsbetegnelse har vurderet, at deres virksomhed klarer sig bedst. Med en gennemsnitlig score på 7,3 ud af 10 er
tendensen, at mange virksomheders kompetenceniveau er tæt på at kvalificere dem som navigatører i NNIT’s tre
innovationsniveauer – Base Camp, Explorer og Navigator.
Det er stærke inhouse-kompetencer, forankret i virksomhedens it-afdeling, der driver indsatsen, men
Forventningsbarometeret viser også at flere kan hente værdi, hvis de i (endnu) højere grad trækker på eksterne partnere
som supplement til virksomhedens eget økosystem.
– Om du skal satse på interne kompetencer eller trække på eksterne konsulenter afhænger af din organisation og dit
mindset. Det er helt legitimt at alliere sig med for eksempel innovative start-ups, hvis du ikke selv har
kompetencerne. Men du skal naturligvis sikre dig, at din strategi og organisation peger mod digital innovation og
understøtter din valgte kompetencemodel, uddyber Brian Troelsen, der er Business Development Director i NNIT.
TThus, there is a lot of evidence to indicate that companies have good digital skills and are ready on the starting
block to launch a strategy that focuses on digital innovation. However, the Expectation Barometer also shows a tendency
for innovation projects to lag behind at the overall organizational level. A score of 3.7 out of 10 means that many
companies are still at Base Camp level in organizational readiness.
– Having the organization on board requires more than just the green light from top management. Once top management has
accepted that digital innovation should have a strategic focus, it is crucial that it also utilizes its managerial
authority to adapt the organization to accommodate the necessary level of agility, emphasizes Brian Troelsen.
Men mens meget tyder på, at virksomhederne har gode digitale kompetencer og er klar i startboksen med en strategi, der
peger frem mod digital innovation, viser Forventningsbarometeret også en tendens til, at innovationsprojekter halter på
det overordnede organisatoriske niveau. En score på 3,7 ud af 10, kan det blive til, og dermed befinder mange sig
fortsat på Base Camp-niveau i organisationens parathed. Der er plads til og behov for udvikling.
– At have organisationen med kræver mere end at få ok fra topledelsen. Når topledelsen har nikket ja til, at digital
innovation bør have et strategisk fokus, er det helt afgørende, at den også benytter sit ledelsesmandat til at indrette
organisationen, så den rummer den nødvendige agilitet, understreger Brian Troelsen.
However, the NNIT innovation barometer January results indicate that many organizations have not prioritized such a set
up. Brian Troelsen points out that there are other options for adjusting their organization.
– Instead of fitting innovation into the company's existing and sometimes bureaucratic processes, it will often be an
obvious choice to prioritize unique set-ups that support the necessary “play”. This, for example, might be creating an
innovation unit or a lab, building venture models or relying on crowd-sourced collaborations. These models all have one
thing in common: they act as a kind of creative sandbox, where it is normal to experiment your way forward and open up
for a new way of working. The idea is to create an agile environment that, for example, starts with a Scrum,
pretotyping or similar, explains Brian Troelsen.
I NNIT’s innovationsbarometer tyder januar-resultaterne imidlertid på, at mange organisationer ikke har prioriteret et
sådan set up. Brian Troelsen peger på, at der er flere muligheder for at justere sin organisation.
– Frem for at passe innovation ind i virksomhedens eksisterende, og undertiden bureaukratiske, processer vil det i
mange tilfælde være oplagt at prioritere særlige setups, der understøtter den nødvendige ”leg”. Det kan for eksempel
være at oprette en innovationsenhed eller et lab, opbygge venture models eller satse på crowdsourced samarbejder. De
nævnte modeller har det til fælles, at de fungerer som en slags kreativ sandkasse, hvor det er legitimt at teste og
prøve sig frem, og som inviterer til nye måde at arbejde på. Formålet er at skabe et agilt miljø, der for eksempel
tager afsæt i Scrum, pretotyping eller noget tredje, forklarer Brian Troelsen.
Employees working in Business Intelligence and IT respectively are in broad agreement across all Expectation Barometer categories. This seems to indicate that in many cases, the people involved in innovation projects see eye-to-eye with each other on their companies' challenges and strengths.
Medarbejdere inden for områderne Forretning og It er i store træk enige på tværs af Forventningsbarometerets kategorier. Det tyder på, at de personer, der er involveret i innovationsprojekter, i mange tilfælde er enige om virksomheders udfordringer og styrker.
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Dive into best practices of digital innovation – one of the most widely used and coveted terms in business today.
The publication is the result of NNIT’s latest survey on digital innovation and draws on the answers of 250 respondents in the spring of 2018. Also, we have supplemented the report with interviews of 6 innovative CIOs, who contribute with their insightful input and experiences.
In the publication we delve into the best practices and experiences of these businesses to uncover, what makes the difference between the Navigators, who have taken digital innovation to heart, and the Base Campers, who are making the preparations for future digital expeditions – but aren’t quite there yet.
All that remains is the question – is your company geared towards digital innovation?
Dyk ned i best practice inden for digital innovation – en af de mest anvendte og eftertragtede termer i erhvervslivet i dag.
Publikationen er resultatet af NNIT’s seneste barometerundersøgelse om digital innovation, som trækker på besvarelserne fra 250 respondenter i den førte halvdel af 2018. Vi har desuden krydret rapporten med interviews af 6 innovative CIOs, der bidrager med deres skarpe input og erfaringer.
I publikationen dykker vi ned i virksomhedernes best practices og erfaringer for at afdække, hvad der udgør forskellen mellem Navigatørerne, som for alvor har taget den digitale innovation til sig, og Base camperne, som er i gang med at forberede sig til fremtidige digitale ekspeditioner – men som endnu ikke er helt i mål.
Det eneste, der står tilbage, er spørgsmålet – er din virksomheder gearet til digital innovation?
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