Managing innovation from a leadership perspective in an IT-consultancy firm - A case study of Cybercom Group

Abstract

The IT-consultancy industry faces a paradigm shift. Successfully transform from resource-based consulting to asset-based consulting can be the difference between prosperity and being disrupted away. Instead of fulfilling customers’ requirements, IT-consultancy firms have to develop organisational capabilities in managing innovative solutions. Hence, effective innovation management practices can be vital to establish and foster innovation. The IT-consultancy firm’s decision-makers are therefore facing a crucial decision, not necessarily if investing in innovation is the right decision, instead which innovation management practices are effective in how to manage innovation more standardised. The purpose of this study is to explore effective innovation management practices from a leadership perspective in an IT-consultancy organisation and answer the research question: “What is considered as effective innovation management practices from a leadership perspective in an IT-consultancy firm?” This was managed by conducting a qualitative single case study of the IT-consultancy firm Cybercom Group. The theoretical framework of effective innovation management practices validates by interviewing ten leaders with decision-making positions for managing innovation in Cybercom. Hence, this process targets to answer the research question. Three leadership levels approach; Leaders, Middle Leaders and Top Leader. The abductive approach of the study enabled the authors to readjust the theoretical framework iteratively in comparison with respondents and validating or rebut the segments of the theoretical framework. The findings identified by the authors are based on the theoretical framework, empirical findings and the analysis in between. First, managing innovation effectively can, to a certain degree, be managed by one standardised innovation management practice. However, to manage innovation more effectively, several innovation management practices can be combined and mutually reinforce innovation to be managed effectively. Secondly, Top Leaders mandate and commitment to innovation are fundamental for Leaders and Middle Leaders to practice innovation management effectively. Lastly, establishing innovation management practices centrally in the organisation can benefit a collaborative environment, shared understanding and decrease silo practices. All the findings will increase the understanding of what is considered as effective innovation management practices in an IT-consultancy firm, from a leadership perspective.