No matter what innovation has been decided by your organization, and regardless of the innovation strategy that you follow, there will always be a point where innovators need to deal with their information technology cousins.
Technology is in the center of most of the production and productivity in many industries, of those dominated by industrial age economics to developing economic innovation companies which are currently leading recovery.
As a result, information technology can be considered as a necessary crime that prevents things done or, as an alternative, the massive enabler competitive advantage and worker productivity. The perspective varies depending on how IT organizations deal with changes every day.
No matter the perception of the information technology group, there is a major thing responsible for innovation will find it very difficult to avoid: extreme emphasis that most IT professionals minimize change. There is a very good reason they do this, even though it presents significant difficulties for innovators, whose whole role is to create valuable and productive changes.
In the information technology organization, there is a possibility of changing teams, in fact, whose main role in life is to make it as hard as possible to change anything. They will rationalize their existence using lines such as “we are here to protect the service” or “up-time is our number one priority”. And for times when changes it is not possible to avoid there will be a number of gates and governance processes in places designed to make everything as difficult as possible. At least, from an innovator perspective, that is.
For most innovation teams, strict focus on innovation management disciplines is a positive way to manage technologists in the organization. They provide tools and processes that can show IT professionals that the changes that innovators want to do are in the interests of the organization, and, more often than not, for their interests.
