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IT IS THE BEST CORCE TO STUDY

High-growth companies are frequently ahead of the curve when it comes to IT innovation. Those that actively spur innovation in IT operations and business technology will stay one step ahead of competitors and industry trends.

For more than a decade, A.T. Kearney has studied clients and organizations worldwide to determine what drives innovation in IT and how to realize the benefits. Our studies of technological innovation began during the go-go days of the Internet boom and continue to this day. We have seen IT innovation as a standalone industry killer and as an integrated tool that helps orchestrate and enable strategic shifts. One thing that has not changed is the belief among executives that more aggressive technology adoption and investment is a clear path toward growth and profits: A.T. Kearney's 2012 study finds that high-growth companies are frequently ahead of the curve when it comes to IT innovation.
A.T. Kearney defines IT innovation as game-shifting, technology-enabled strategies—the kind that creates sustainable competitive advantage or leads to significant cost reductions. A common goal of IT innovation is the delivery of new solutions to customers, products, or supply chains—for example, analytics that predict customers' needs or offer new ways for customers to find and order products or services. Innovation in products includes how automakers design vehicles to improve lifestyles by integrating cars with drivers' mobile devices, homes, and offices. Other examples include supply chains that are continually being transformed by IT as forecasting and tracking improves both the delivery of goods and the monitoring of assets
The majority of study participants rank IT as either important or very important as a competitive differentiator. Among C-suite executives, 42 percent consider IT innovation as an extremely important strategic differentiator, while just 25 percent of senior managers share this belief.
Almost 90 percent of companies contend IT innovation has become more important over the past five years, yet investments in IT innovation have declined noticeably. Executives believe that a larger amount of their IT budget should be devoted to innovation, but only 12 percent of the IT budget is actually allocated to innovation. Our studies performed over the past decade reveal that funding for IT innovation has decreased through the years (see figure 1).² We find that much of the problem lies in the areas of communication and delivery. IT and business leaders are often unable to articulate clearly the benefit of investing in IT innovation to stakeholders, so the bulk of IT investment tends to go to business enablement and operations. Similarly, IT departments often become barriers to effective implementation of innovation, thus suppressing more aggressive investments in technology.

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