دانلود رایگان مقاله چارچوب برای تشخیص و بهبود محصول دیجیتال و نوآوری در خدمات

Abstract

Digital technology is increasingly important in achieving business goals, and its pervasive effects have resulted in the radical restructuring of entire industries. Consequently, managers’ extensive interest in handling digital innovation is not surprising. Recent research has illustrated how digital technologies give rise to a vast potential for product and service innovation that is difficult to control and predict. Therefore, firms need dynamic tools to support themselves in managing the new types of digital innovation processes that emerge. The nature of these processes forces firms to challenge prior assumptions about their product and service portfolio, their digital environment, and ways of organizing innovation work. In this article, we present a managerial framework that supports firms in this undertaking. The framework, geared at supporting ongoing improvements in digital innovation management, covers five key areas: user experience, value proposition, digital evolution scanning, skills, and improvisation. We also present a diagnostic toolthat can be utilized as firms begin the process of implementing the framework. Finally, we conclude with our thoughts on the managerial implications of the framework when going forward in a rapidly changing digital innovation landscape.

5. Concluding thoughts

Aspiring to bring technology to the center, we presented a framework (Table 1) informed by recent research exploring the unique properties of digital innovation processes (e.g., Henfridsson et al., 2014; Lee & Berente, 2012). We then illustrated and discussed the elements to be measured in each area and detailed the first step of the implementation process, which includes using the proffered diagnostic tool (Table 2). When successfully implemented, the framework enables firms to continuously adjust their operations in order to optimize digital innovation efforts. It should be noted, however,that because each firm is unique, the ways in which each measure is operationalized and deployed may differ substantially. Tailoring the framework involves deciding whether to utilize quantitative or qualitative measures; the framework provides the space for each firm to define this. Indeed, digital technology opens up multiple ways of capturing data. For example, in the product dimension, firms can negotiate with customers to share their data in order to gain insight regarding usage and purchasing patterns. In terms of the environment, firms need to investigate how they can capture or ‘scrape’ web data from technology blogs and similar venues to obtain intelligence on developments in digital technology that complements their existing business intelligence practices.