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NNIT Expectation Barometer

Is your company geared towards digital innovation?

Dive into best practices of digital innovation – one of the most widely used and coveted terms in business today.

The publication is the result of NNIT's latest survey on digital innovation and draws on the input and experiences of 250 respondents in the first half of 2018.

In this publication we delve into the best practices and experiences of these businesses to uncover, what makes the difference between the Navigators, who have taken digital innovation to heart, and the Base Campers, who are making the preparations for future digital expeditions – but aren't quite there yet.

While the reasons for digital success or failure to execute vary, some constants remain for the successful digital Navigators – organizational support for innovation, innovation is based on customer needs, and a willingness to fail fast.

All that remains is the question – is your company geared towards digital innovation?

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Have you taken your company's innovation pulse?

The Expectation Barometer takes the pulse of digital innovation in Danish and international companies. What differences are there – and where? And what does it require – in strategic, technological and organizational terms – to drive digital innovation to even greater heights?

Try the Expectation Barometer and find out what stage your company is at on the road to digital innovation – and get a personal Benchmark Map. You also get access to an article series about the journey of innovation pioneers towards digital transformation success.  



Other articles about digital innovation

User involvement creates innovation success - but few take advantage of this opportunity

When companies crowdsource their way through the innovation process, they minimize the risk of avoidable errors and gain access to a goldmine of invaluable knowledge. This knowledge can be transformed into new business opportunities. Nevertheless, NNIT's Expectation Barometer shows that almost 60% of respondents do not involve the customer in the innovation process. Read more

The skills may be in place for digital innovation – but what about the organization?

Many companies have the necessary skills in place for innovative projects thanks to strong in-house profiles. The next step: Now the organizational set-up needs to be fine-tuned to create the right breeding ground for innovation. This is just one of the conclusions from the NNIT Expectation Barometer. Read more  

Innovation projects have top management support – now implementation needs to be strengthened

Digital transformation is on the agenda, there are plenty of ideas, and top management support is in place in many organizations. So, what is the next step? It’s time to prioritize the final implementation of innovative projects. This is some of the experiences voiced by leading CIOs in interviews relating to the NNIT Expectation Barometer. Read more 


NNIT's very own mountaineers: Our best advice for digital transformation

NNIT's Expectation Barometer uses the terms base camp, explorer and navigator to show how far an organization is on its digital journey. For three NNIT employees, the mountaineering analogy makes more sense than ever before. They are actually on their way to the real world base camp at Mount Everest. Read more

 

 

 

Birgitte Barslund+45 3077 8160bibn@nnit.comMarketing Manager https://www.linkedin.com/in/birgittebarslundBirgitte Barslund

 

 

White paper: Innovate to execute the digital promisehttps://www.nnit.com/Others/Expectation barometer 2017.pdfWhite paper: Innovate to execute the digital promise
White paper: Kickstarter or bottleneckhttps://www.nnit.com/Others/NNIT_Expectation Barometer_2016_Kickstarter_or_Bottleneck_UK.PDFWhite paper: Kickstarter or bottleneck
White paper: From cost center to spearheadhttps://www.nnit.com/Others/NNIT Expectation Barometer 2015_From Cost Center to Spearhead.pdfWhite paper: From cost center to spearhead
White paper: The changing IT rolehttps://www.nnit.com/Others/forventningsbarometer_2014_UK_web_v2.pdfWhite paper: The changing IT role