Digital innovation strategy: A framework for diagnosing and improving digital product and service innovation

By Daniel Nylén, J. Holmström. 2017

314 citations recorded by the source corpus.

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 tool that 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.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/55151f193a8fb7a82a05199d26e125c123ff3cd5

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Citations in the corpus

The influence of a digital strategy on the digitalization of new ventures: The mediating effect of digital capabilities and a digital culture (2021, background): “The extant research emphasized the significant role of a company’s digital culture in tapping the full potential of the digitalization in new ventures (Deuze, 2006; Nylen & Holmström, 2015; El Sawy et al., 2016).”
Digital transformation of agriculture and rural areas: A socio-cyber-physical system framework to support responsibilisation (2021, background): “A too fast technological pace, enabled by the malleability of digital technologies (Nyl ´ en and Holmstr ¨ om, 2015), may be challenging for final users, who perceive technology as a black box on which they may depend for e.g. business operations.”
The digitalization and public crisis responses of small and medium enterprises: Implications from a COVID-19 survey (2020, background): “Compared with traditional firms, digitalized firms are better prepared to sense the environment (George et al. 2014; Nylen and Holmstrom 2015; Vial 2019), to seize opportunities (Briel et al. 2018), and to reconfigure resources (Vial 2019).”
IT Capability and Digital Transformation: A Firm Performance Perspective (2016, background): “Challenges may also arise due to the complexity associated with the convergence of digital business models with traditional business models as well as embedding digital technologies into non-digital products and services (Nylen & Holmstrom 2015; Henfridsson et al., 2014).”