According to a Gartner/MIT CISR study, companies with above-average levels of digital revenue have been growing on average 1.5% faster than the industry mean. They achieve it mostly by automation, creating better customer experiences and improvement of internal processes. And while leaders grow, digital laggards still regard technology as a cost or downplay its impact on their business.

The word “innovation” is overused, and it might have already lost its true meaning. Everyone claims that they are innovating, but the information overflow makes it difficult to get a clear idea of how to innovate in your own company. Innovation is also too often associated only with startups. We have systematised some of the most typical approaches that a larger established company can take to introduce real innovation into its business. The advantages and examples of innovating in different ways will help you understand which one suits your business model best.

We have spoken with clients of software development companies to find out the decisive factors behind the choice of a specific development house. The findings are very coherent, communication is by far the most important factor. In this case, the term ‘communication’ includes transparency in cooperation as well as developers’ language skills. Besides communication, a proper agile process was consistently named as a secondary decisive factor.

Not so long ago, McKinsey published an article showing that B2B companies face serious challenges when digitalising and are significantly lagging behind their B2C counterparts. And yes, it is a reason to worry. Because the lag is substantial and has increased over time, and it says loud and clear that it’s high time to take action. 

What if you could test a new process and IT system before implementing it? We've worked together with large organisations, figuring out a way to do just that. Agile process combined with a real user interface, real end-users, real data and real end-to-end processes. Confirm or bust the assumptions before spending years and millions.

In my previous post, I listed some key issues hampering enterprise agility. In the past, I've tried to help resolve those issues and many other problems by coaching and consulting. While that approach is better than nothing, it may not always address the right issues, and it's easy for an organisation to fall back into its old ways.

For the past decade or so, I've been working with large organisations, pushing them to become more agile. It used to be a real uphill struggle to sell agile software projects to large organisations. Slowly but surely the tide has been turning, and today, at least some form of agile is standard in any organisation that's serious about software. Agile has won.