Focused Investment
Innovative organizations use IT to move ahead of their competitors. More than twice as many innovators see IT as a source of competitive advantage than non-innovators. They have a longer-term IT agenda aimed at empowering employees and promoting organizational flexibility. Compared with less-innovative companies, they are much more likely to see such systems as strategically important for the future. Innovative organizations have installed more systems to support their strategic agenda in finance and accounting, customer relationship management, sales, business intelligence and supply chain management. For example, Bristol-Myers Squibb implemented a SMART-IDEA for managing knowledge, and Telenor's personalized eChannel for customers has improved relationships and customer loyalty while saving costs by reducing call-center traffic.
Flexibility, Adaptability and Success
Innovative organizations use IT to move ahead of their competitors. More than twice as many innovators see IT as a source of competitive advantage than non-innovators. They have a longer-term IT agenda aimed at empowering employees and promoting organizational flexibility. Compared with less-innovative companies, they are much more likely to see such systems as strategically important for the future. Innovative organizations have installed more systems to support their strategic agenda in finance and accounting, customer relationship management, sales, business intelligence and supply chain management. For example, Bristol-Myers Squibb implemented a SMART-IDEA for managing knowledge, and Telenor's personalized eChannel for customers has improved relationships and customer loyalty while saving costs by reducing call-center traffic.
Flexibility, Adaptability and Success
Innovative companies have proved themselves not only to be more focused in installing new IT systems, but also to bring their flexibility and adaptability to IT to extract further value from their existing systems. For example, Peugeot used an Internet portal to reach out to existing and prospective customers in a way that supported their dealer network. Innovative companies also were more successful in implementing systems that addressed their key business—64 percent reported success in using recently installed systems compared with 28 percent of less-innovative companies.
Strategic Leadership
Innovative organizations consider the new capabilities that IT can provide when they set business strategy rather than treating IT simply as a facilitator of a business strategy that has already been decided. For example, UniCredit Xelion Bank used new technology to revolutionize the way its personal financial advisors serve customers. And the promoters of the World Rally Championship took an innovative approach in reaching out to involve spectators in the sport. Innovative companies also create a beneficial cycle in which their positive approach to IT is reinforced by positive experiences.
http://www.accenture.com/Global/Research_and_Insights/Policy_And_Corporate_Affairs/RoleTechnology.htm
Laurie Benson
Laurie Benson is in charge of U.S. Professional Development Operations at Accenture where she has worked for 17 years. She has over eight years of experience communicating with, building, and managing virtual teams and projects using eCommunication
Albert Thien Kuin Fui
Strategic Leadership
Innovative organizations consider the new capabilities that IT can provide when they set business strategy rather than treating IT simply as a facilitator of a business strategy that has already been decided. For example, UniCredit Xelion Bank used new technology to revolutionize the way its personal financial advisors serve customers. And the promoters of the World Rally Championship took an innovative approach in reaching out to involve spectators in the sport. Innovative companies also create a beneficial cycle in which their positive approach to IT is reinforced by positive experiences.
http://www.accenture.com/Global/Research_and_Insights/Policy_And_Corporate_Affairs/RoleTechnology.htm
Laurie Benson
Laurie Benson is in charge of U.S. Professional Development Operations at Accenture where she has worked for 17 years. She has over eight years of experience communicating with, building, and managing virtual teams and projects using eCommunication
Albert Thien Kuin Fui
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