IT Innovation Management
Innovations driven by the IT have in the past often consisted of new software versions, the use of new hardware or the consolidation of services. Real innovation with real business benefit was rather the rarity and more of a random product as the result of a decided innovation process. The main focus of IT was the improvement of its own service delivery and a reduction of the costs, but not the problem solution for the business or even end customer. Process improvement took place based on the demand and change management process according to ITIL and was the translation of mostly concrete ideas of business customers.
As a result of the gap between the innovation expectation of the business and the actual provision by the IT, the business customers often turned to external providers who had built prototypes or even completely deployable solutions using cloud solutions, which then had to be integrated by the IT. All this is linked to risks related to IT security, data protection and operational security.
In order to ensure that this does not become a constant threat, IT needs to build its own innovative demands and improve its innovative capabilities. Innovation is a creative process that must take advantage of the organization's ability. This requires freedom and flexibility of organization and leadership to mobilize employees and to allow creative ideas. At the very least, innovation remains a process that requires a clear structure and requires all creativity leadership.
Innovation is not a goal but an attitude
Innovation is a component or result of an innovation culture, ("You have to be more innovative now") but instead of being motivated by the organization's motivation and wanting to offer added value to the customer.
Our experts for IT innovation management
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Master of Engineering and Business Administration
At 4C you will not encounter consultants corresponding to usual stereotypes. And certainly not in the person of Joerg Bassen, who - as an engineer - stands for the principle of gravity, that means a down-to-earth attitude, objectivity, careful consideration and thorough analysis. Not only our clients benefit from his “engineer’s viewpoint” and his distinctive analytical skills, but also our internal knowledge exchange and qualification activities for our consultants.
His focus lies within the CIO and CDO Office and including IT strategy, sourcing management, digitization, IT Controlling / decision making and change management. Concurrently he heads as managing director our digital joint venture GROUP ZERO ONE, where he advises companies in developing, initiating and monetizing digital business models.
He has extensive experience in various industry sectors.
Master of Business Administration
An absolute intention to change things for the better is part of every 4C consultant’s essential mindset. Anyone who can prove this talent in challenging project situations, will go far with 4C. This applies in particular for Hans-Martin Schneider, whose assertiveness and talent for business development is combined with a good sense of humor.
His focus is in business transformation, digitization, business development & growth as well as restructuring.
He has extensive experience in the financial services, services and technology sectors as well as with owner and owner managed companies.