innovative technologies report for cagewox.net llc

8/18/2019 Innovative Technologies Report for CAGEWOX.net LLC

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Innovation Technology

Report

for

CAGEWOX LIMITED(Ab!a" #igeria$

%y& 'ap)on*Or!i CO+RAGE

,+oR& MI'M - Innovative Technologie).

Ag)t /th" 0123


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Table of Contents

EXECUTIVE SUMMARY ............................................................................................................................... 4

1.0 :ORGANIZATION AND INNOVATION Introduction of CAGEWOX Limited ..5

1.1 The Software Industry....................................................................................5

1.1.1 Global Market....................................................................................................................... 5

1.1.2 Regional (African) Markets..................................................................................................6

1.1.3 Nigerian Market.................................................................................................................... 6

1.2 Business Innovativeness................................................................................6

2.0 :INNOVATIVE CAPACITIES Cutur! !nd Inno"!tion Re!dine## ......................7

2.1 Strengths, Weaknesses, and Recoendations............................................!

2.2 Innovation I"#eentation $rocess...............................................................%Table 1: Innoation I!"le!entation #rocess..........................................................................1$

2.& I"#eentation 'actors and (easureent (etrics.....................................1)

Table 2: I!"le!entation Meas%re!ent &ra!e'ork..............................................................11

Table 3: I!"le!entation allenges an* +ol%tions...............................................................12

3.0 : TEC$NOLOGIES ANALYSIS Pro%o#ed Tec&noo'ic! Inno"!tion# .............13

&.1 *nter"rise Resource $#anning +*R$ Syste................................................1&

&.2 -ustoer Re#ationshi" (anageent +-R( Syste....................................1

&.& I"#eentation Re/uireents.....................................................................15

4.0 :INNOVATION STRATEGY Tec&noo'( Ro!dm!% for CAGEWOX Limited 16

.1 Techno#ogy Roada"...................................................................................10

&ig%re 1: Tecnolog, Roa*!a" for AG-/0 lt* (ears 1 )...........................................14

.2 uantu Strategy I"#eentation..............................................................1!

5.0 :INNOVATIVE TEC$NOLOGY SCENARIO O%en Inno"!tion Str!te'( .........18

RE)ERENCES .................................................................................................................................................. 20


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EXECUTIVE SUMMARY

CAGEWOX Liite4 i) a liite4 liability copany regi)tere4 to 4o b)ine)) in #igeria5 It provi4e)inforation technology con)lting )ervice) to a fe6 governent organi7ation) 6ith an average of 8 I5Tpro!ect) 4elivere4 annally9 3 long)tan4ing client)9 2: eployee)9 an4 ran;) aong the be)t 01 I5Tcon)lting fir) in the ible )tan4ar4i7ation an4 c)toi7ation approach (Lee an4 ar;" 0113$5

Al)o" con)i4ering the challenge) face4 by CAGEWOX lt4" t6o open innovation )trategie) 6erepropo)e4 for a4option in an attept to offer gi4ance on ho6 be)t the copany=) e>i)ting corporatepractice) can be reconfigre4 to ebe4 openne)) to an acceptable 4egree that facilitate) an4 ))tain)innovation5


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1.0 ORGANIZATION AND INNOVATION: Introduction ofCAGEOX !i"it#d

Innovation entail) creating ne6 vale fro e>i)ting a))et) an4 inve)tent) - both tangible an4intangible - to create an4Bor boo)t copetitive a4vantage5 ?avar4 %)ine)) 'chool (011$ provi4e) aore elaborate 4efinition555" incl4ing vario) for) of innovation - )ch a) are rather el)ive to the

innovator5

The el)ive natre of innovation" an4 it) vi)ceral propo)ition to 4rive corporate )trategy in a b)ine))environent a;e) it) practice appear )iple in 4i)gi)e5 To help a44re)) thi) i)conception" tool) tohelp the innovation anager 4eterine be)t*fit innovation approache) have evolve4 ('a6hney et al5"011F9 Groenvel4" 2:$5

In a technology environent" the ca)e can be a4e for innovation fro a copany per)pective"con)i4ering in4)try 4ynaic) )ch a) technology anageent" technology )trategy" an4 technologytran)ition) (haal et al5" 011/$5

CAGEWOX Liite4 i) a liite4 liability copany regi)tere4 to 4o b)ine)) in #igeria5 It provi4e)inforation technology con)lting )ervice) to a fe6 governent organi7ation) 6ith an average of 8 I5Tpro!ect) 4elivere4 annally9 3 long)tan4ing client)9 2: eployee)9 an4 ran;) aong the be)t 01 I5Tcon)lting fir) in the


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trillion ha4 been )pent" inforation technology )ervice) ta;ing for 03H an4 enterpri)e application)having :H ('tati)ta" 0128$5 The)e figre) are e>pecte4 to ri)e in 012/ an4 0123" 6ith the enterpri)eapplication) )egent foreca)t to a;e a giant increa)e by above 20H5

1.1.2 Regional (African) Markets

De)pite the highly profitable global I5T in4)try" )tati)tic) for Mi44le Ea)t an4 Africa region) reainnavailable - a tren4 Mr) et al5 (0111$ largely attribte) to conte>tal 4i)paritie) in both )ocio*econoic an4 )ocio*political practice of 4eveloping an4 in4)triali7e4 (4evelope4$ contrie)5

I5T )pen4ing in the)e regional ar;et) reache4 abot +'D :/ billion in 012/ an4 i) foreca)t to increa)eby over 3H to +'D 2158 billion in 0123 6ith the I5T )ervice) )egent e>pecte4 to gro6 by over H('tati)ta" 0123$5

1.1.3 Nigerian Market

The inforation )y)te) 4evelopent )egent of the #igerian I5T in4)try i) a challenging one - the

chief clprit) being conte>tal in natre - an4 plage4 6ith re)orce )carcity5 Re)earch effort) in theinforation )y)te) 4evelopent have reveale4 )ocio*econoic" )ocio*political" an4 infra)trctrali))e) a) the inhibitor) of thi) )egent (Mr) et al5" 01119 'oriyan" 01129 Mr)" 0110$5

Global an4 regional copetitive po)ition for the organi7ation i) at a lo6 - thi) can be attribte4 to theoperating environent for it) b)ine)) activitie) being only 6ithin the #igerian inforation technologyin4)try5

?o6ever" 4e)pite to challenge) face4 in the local (national$ in4)try" CAGEWOX Lt4 provi4e))ati)factory inforation )y)te) 4evelopent an4 con)lting for it) fe6 long)tan4ing client) an4contine) to po)t healthy earning) after ta>5

.2 5%siness Innoatieness

'a6hney et al5 (011F&F$ 4efinition of b)ine)) innovation )tre))e) new value a) it) )b)tantivecharacteri7ation - in a44ition to a lti*facete4 an4 )y)teic natre - an4 intro4ce) a 20*Dien)ionalinnovation ra4ar to help the innovation anager align innovation to corporate )trategy an4 4elivercopetitive a4vantage5

The / foc) area) of the innovation ra4ar help) organi7ation) 4e)cribe 6ho" 6hat" 6here" an4 ho6innovation i) )hape4 in a b)ine)) conte>t5


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con)i4ering the )tat) of each 4ien)ion in the innovation ra4ar5

The organi7ation a4opt) only )table )y)te) 4evelopent tool) an4 frae6or;)" intro4cing ne6)y)te featre) a) ay be reKe)te4 by it) client9 li;e6i)e" conication i) aintaine4 bet6eene>ective anageent an4 client)= 4eci)ion*a;ing per)onnel to 4i)cover 6hat governance an4Borreglatory proce))e) can be iprove4 throgh atoation5

Innovation at the organi7ation i) o)tly initiate4 by it) c)toer) 6ho - thogh only a fe6 - create allof the organi7ation=) financial vale5 Thi) e>ternal origination 4rive) innovation to increa)e c)toere>perience" create vale" an4 apprai)e internal operating proce))e) to iprove efficiency in corporate)trategy e>ection5

?o6ever" thi) force) the organi7ation to reain il4ly innovative" foc)ing it) effort) only on area)i4entifie4 by it) c)toer) to a44 ne6 technological vale an4 proce))e) that ))tain )ae throghconication )ynergie) 6ith it) client)= top anageent5

$.0 INNOVATIVE CA%ACITIES: Cu&tur'& 'nd Inno('tion

R#'din#))The e)tabli)he4 relation)hip bet6een cltre" creativity" an4 innovation reveal) that a para4ig )hift - fro innovation at the pro4ct level to the organi7ation level - i) iperative for ))tainableentrenchent of the)e concept)5

Martin)= (0111$ relation of the)e concept) 4e)cribe4 five potential inflencer) of bil4ing anorgani7ational cltre that fo)ter) innovation an4 creativity" lea4ing to a holi)tic o4el otlining4eterinant) for a))e))ing cltral rea4ine)) for innovation in a corporate environent (Martin) an4Terblanche" 0118$5

Li;e6i)e" Ahe4 (2:$ provi4e) coprehen)ive gi4ance on the )ae )b!ect e)po)ing the)econcept) fro organi7ational an4 in4ivi4al level)" an4 4i)c))ing factor) )ch a) cliate"effectivene))" cltral nor)" cltral coponent)" per)onality" )ocial )trctre()$" anageentKalitie)" an4 corporate )tateent) a) 4eterining the e>tent to 6hich the organi7ation an4 it)eployee) are able to innovate5

pre))ion" a))ociation" an4 i4eation$" fle>ibility" an4 originality 6ere )oe cognitive Kalitie) lagge4noticeably5

Al)o" top anageent har4ly o6n) a )tan4ar4 recognition )trategy that re6ar4) e>eplary" innovative)taff perforance beyon4 e>trin)ic incentive)" rather it foc)e4 ore on a4hering to a chain ofcoan4" re6ar4ing innovation only 6hen create4 n4er given in)trction) - otivation i) 4efine4only in a onetary conte>t (thrift bon)e)$ an4 the general a))ption to ta); e>ection i) ba)e4 only


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on anageent in)trction)5

t 4eterine) 4egree of innovation (Martin)" 0111$5

Thi) i) tre beca)e in4ivi4al )en)e*a;ing of corporate practice) reflect) the belief) of topanageent" )haping their perception) an4 in trn their in4ivi4al innovation cltre 6hich e)tabli)he)the cltre ol4 of the organi7ation an4 ltiately it) innovation cltre5


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that col4 help create )ch conitie)5 In a44ition" ri);*ta;ing" tr)t" corporate nity" recognition @re6ar4)" an4 lea4er)hip coitent are )oe behavior) that )t be i>e4 6ith cro))*4epartentalinteraction to proote innovative cltre in the ca)e copany5

Manageent=) lea4er)hip at the ca)e copany )t" above all" ebrace open conication tooriginate an4 4eon)trate throgh practice thi) )iple integration proce))5 'chein (21&223$ ention)

identification with leaders a) a cltral 4ynaic citing e>aple) of priary ebe44ing echani))that pro!ect conication bet6een lea4er) an4 eployee) a) an n4erlying thee5

+nfettere4 conication 6ill al)o allo6 an integrative cltral evoltion" 6hich create) congrencebet6een 4eeper" perhap) nob)ervable cltral eleent) that col4 po))ibly proote a favorableinnovation cltre5

2.2 Innoation I!"le!entation #rocess

Achieving the inten4e4 benefit) of innovation effort) reKire) proper ipleentation5 The innovationipleentation proce)) - being an i4ea) actali7ation effort - can be con)i4ere4 a) a 8*pha)e4 proce))

copri)ing F 4i)tinct ta);) (?an)en an4 %ir;in)ha6" 011$5 Thi) proce)) involve)& generation – thei4entification an4 4eci)ion to )e9 conversion – the ipleentation perio4 of capacity*bil4ing an4contino) )e9 an4 diffusion – the 4i))eination an4 acceptance of an innovative i4ea5

While a4option - the 4eci)ion to go 6ith one innovation - prece4e) ipleentation in the innovationproce))" It i) at thi) thir4 )tage of the innovation proce)) that failre i) o)t li;ely )ince re)i)tanceoccr) here at organi7ational" 4epartental" an4 per)onal level)5

To en)re ipleentation )cce)) a) ch a) po))ible at CAGEWOX lt4" ?))in an4 ?4a(0128$ innovation ipleentation o4el i) )e4 )ince it ta;e) cogni7ance of the 4iff)ion ofinnovation (DOI$ o4el" a theoretical o4el" an4 e>ten4) an ipleentation effectivene)) o4el fro

e>i)ting literatre5

Ina)ch a) thi) ipleentation o4el i) )e4 to en)re technology ipleentation effectivene)) inthe e4cation )ector" it) applicability to the ca)e copany i) po))ible con)i4ering that the innovationipleentation therein i) technological in natre9 al)o" CAGEWOX lt4 i) a con)lting fir that4eliver) technology )oltion) to it) client)5

?))in an4 ?4a (0128$ ipleentation effectivene)) o4el copri)e) t6o 4epen4ent an4 forin4epen4ent variable)" an4 e)tabli)he) eight con!ectral relation)hip) bet6een the5 The table belo6highlight) the)e variable) an4 their relation)hip)5

Implementation Variable Inherent Factors Relationship(s)

Top Manageent 'pport Goo4 IT governance )trctre9 Top anageent )pport )hol4

evi4ent ipleentation )pport facilitate an4 en4or)e policie) for

ipleentation activitie)5

Ipleentation olicie) @ Available training Kality @

ractice) Kantity9 available technical Ipleentation policie) )hol4


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Implementation Variable Inherent Factors Relationship(s)

)pport9 available re6ar4)9 proote a po)itive cliate for

acce))ibility an4 )iplicity of innovation ipleentation5

technology5

Top anageent )pport )hol4

Ipleentation Cliate 'hare4 perception of iportance9 al)o )pport a po)itive

innovation cliate ipleentation cliate" 6hich

)pport) innovation effectivene))

?an Re)orce Availability Available );ill) @ capabilitie)9

e>perti)e level Re)orce) (financial" han$

availability inflence) innovation

Learning Orientation 'pportive learning behavior9 effectivene))5

perception to6ar4) ri);*ta;ing9

e>perientation @ a4aptation to A )hare4 tea learning cltre

Innovation )e 6ill )pport effective

ipleentation )ince

Managerial atience Tolerance for initial 4iini)he4 innovation ipleentation i)

pro4ctivity" efficiency" an4 never a )ooth proce))5

perforance9 long*ter tie

orientation atience 4ring ipleentation

i) iportant aong anageenta) the proce)) 6ill ipact

pro4ctivity an4 perforance in

the early )tage)5

Table 1: Innovation Imlementation !rocess

2.3 I!"le!entation &actors an* Meas%re!ent Metrics

Jlein an4 Jnight (0113&0/8$ 4i)c)) 4river) an4 barrier) of the ipleentation proce)) 6ithin the)elevel)" )tre))ing that thi) pha)e i) the tran)ition perio4 6hen );ill)" con)i)tency" an4 coitent to )ethe a4opte4 innovation are bilt at all level)9 an4 thi) a4option 4oe) not tran)late to )cce))flinnovation ipleentation5

Al)o 4i)c))e4 therein are )i> factor) facilitating an4 inhibiting )cce))fl innovation ipleentationin light of longit4inal an4 ca)e )t4ie) re)earch on innovation ipleentation5 A4a) et al5(011F$ innovation ea)reent frae6or; - 6hich provi4e) an evalation*ba)e4 approach toinnovation ipleentation - i) eploye4 herein to help CAGEWOX lt4 coprehen4 the iplication)


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of Jlein an4 Jnight (0113$ 4i)coverie) con)i4ering the organi7ation=) anageent )tyle5

Thi) i) po))ible 4e to the ability of the ea)reent frae6or; to fit into the 4ien)ion) of Japlanan4 #orton (2F9 28$ balance4 )corecar4 a) 6ell a) the IT %alance4 'corecar4 (IT*%'C$ (A)o)hehet al5" 01219 Martin)on) et al5" 2$5 A44itionally" it )hare) a connection 6ith ?an)en an4 %ir;in)ha6(011$ innovation vale chain 6ith it) ;no6le4ge anageent category5


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CAGEWOX lt4" i4ea generation recor4) poor internal an4 cro))*4epartental collaboration5 'iilarly"o4erate e>ternal conication )ho6) that conication flo6 6ith the e>ternal environent caniprove5

?an)en an4 %ir;in)ha6 (011$ innovation vale chain )et) the innovation ipleentation pha)e for theca)e copany at the i4ea generation )tage5 Thi) i) not )rpri)ing a) revelation) fro the ea)reent

frae6or; )gge)t) an inhibitive environent for innovation5

The challenge) i4entifie4 for the copany - of each ea)reent area - i) captre4 in Jlein an4Jnight (0113$ a) barrier) for effective innovation ipleentation5 The)e incl4e9 hassle factor1innovation com#le%it,1 fragmented decision"ma3ing1 status changes1 #erformance inhibitions1 and3nowing"doing ga#.

Al)o otline4 in Jlein an4 Jnight=) (0113$ te>t are corre)pon4ing 4river) for effective innovationipleentation& im#lementation #olicies4 innovation climate4 management su##ort4 im#lementationbenefits4 financial resources availabilit,4 learning orientation4 and managerial #atience.

%elo6 i) a relation)hip ap lin;ing the)e challenge) 6ith corre)pon4ing ea)reent) an4 )oltion)5

Measurement Category Implementation Challenges Solutions

Inpt) Manageent he /assle Factor5 common with &ualit, Im#lementation #olicies.

echnological innovations.

Jno6le4ge Manageent Innovation Com#le%it,5 stee# (rgani6ational Innovation

learning2im#lementation curve. Climate1 7earning (rientation.

Innovation 'trategy Fragmented Decision"Ma3ing5 Management Su##ort5 using

#oor target users8 #artici#ation. #ersuasive2dictatorial strateg,.

Organi7ation @ Cltre *nowing"Doing )a#5 deliberate Im#lementation enefits5 reward

failure to do the needful effective. accolades1 and recognition.

ortfolio Manageent !erformance Inhibitions. Financial Resources Availabilit,.

ro!ect Manageent Status Changes5 hierarchical Management Su##ort1 and

management #osition ad+ustment. 7earning (rientation.

Coerciali7ation !erformance Inhibitions 0ew !roduct Develo#ment1

Mar3et Readiness

Table 3: Imlementation %&allenges an' ol"tions


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*.0 TEC+NO!OGIES ANA!YSIS: %ro,o)#d T#c-no&oic'&Inno('tion)

Inforation )y)te) are nece))ary inforation technology inve)tent) that play a a!or role increating copetitive a4vantage for 02)t centry organi7ation) 6hen a4e part of an overall b)ine)))trategy an4 ipleente4 )cce))flly (Era) et al5" 0121$5 ternal anageent of the enterpri)e (Al)ha6i et al5" 0122$5

3. -nter"rise Reso%rce #lanning (-R#) +,ste!

Enterpri)e Re)orce lanning (ER$ )y)te) are anageent )y)te) ipleente4 by b)ine))e)aiing to achieve optii7ation throgh )trealine4 operation)5 They are b)ine)) anageent )y)te)copri)ing integrate4" coprehen)ive )oft6are pac;age) )e4 to anage all b)ine)) fnction) 6ithin

the fir an4 are characteri7e4 by core proce)) integration an4 rational 4ata architectre ('chlichter an4Jraeergaar4" 0121$5

The 4iver)ity of ER ipleentation acro)) 4ifferent 4i)cipline) incl4ing acconting" operation)anageent" copter )cience aong any other) )ho6) it) ability to 4eliver IT innovation regar4le))of in4)try an4Bor organi7ational nit - it) fnction) )panning acro)) coponent) of a b)ine))= valechain an4 4elivering innovativene)) acro)) the organi7ation via o4lari7e4" )elf*containe4 )oft6arepac;age) ('chlichter an4 Jraeergaar4" 01219e)la; et al5" 011$5

Thi) )gge)t) that the ER ;no6le4ge 4oain i) inter4i)ciplinary in natre an4 ha) atre4" evolvingit) 6i4e)prea4 a4option into a )tan4ar4 entry*level IT innovation for b)ine)) operation) ('chlichter

an4 Jraeergaar4" 01219e)la;" 011F9Jar an4 an ?illeger)berg" 0111$5

?oli)tically" corporate !)tification) for a4opting ER )y)te) are technological" operational" a) 6ell a))trategic - )oe of 6hich incl4e9 perforance iproveent" co)t) re4ction" c)toer )erviceiproveent" )iplifie4 b)ine)) proce))e)" b)ine)) tran)foration (e>5 Merger) an4 AcKi)ition)$"iprove4 inforation Kality" an4 al)o re4ce4 inventorie) (Era) et al5" 01219W an4 Wang"0119Gargeya an4 %ra4y" 01139ar; an4 Ji" 0118$5

?o6ever" factor) )ch a) environental conte>t (i5e5 operating location$" organi7ation )i7e"anageent repre)entation (i5e5 IT lea4er)hip e>5 Chief Inforation Officer" IT Director$" an4 ERipleentation )tage ipact the innovation capabilitie) of ER a4option an4 ipleentation5

The)e factor) corroborate the vario) pha)e) copri)e4 in poplar o4el) for organi7ational*level ITa4option )ch a) Diff)ion of Innovation (DOI$ (%ra4for4 an4


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A rational 4ata architectre allo6) integration of 4i)parate organi7ational fnction) (han re)orce)")ale)" accont)" et cetera$5 Thi) i) the priary innovation capability of enterpri)e )y)te) - both ERan4 CRM5 perience5

Their re)lt) for organi7ational 4eterinant) coen)rable to the ER a4option e>perience aong)tfir) li)t fir )i7e a) a )ignificant a4option 4eterinant" al)o incl4ing reglatory )tan4ar4)" pro4cte>perience" bying center) )ch a) multi"de#artment committees an4 the IT 4epartent a) inflential inthe organi7ation=) a4option e>perience5

Overall" ER )y)te) enable fle>ibility an4 )itability in a4opting organi7ation)" facilitating ea)y

i4entification of potential iproveent) for proce)) innovation) (Dehning et al5" 0119McAfee" 0110$5

3.2 %sto!er Relationsi" Manage!ent (RM) +,ste!

C)toer Relation)hip Manageent (CRM$ )y)te) provi4e )tan4ar4 proce))e)" )trategie)" an4technologie) that allo6) efficient pro4ct an4Bor )ervice 4elivery fro organi7ation to c)toer"facilitating high Kality relation)hip bet6een both partie)5

CRM i) a potential 8r4 party IT portfolio re)orce e>pecte4 to iprove organi7ation*c)toerrelation)hip an4 proi)ing to enable the )etp" 4evelopent an4 aintenance of client relation)hip - ainly 4e to it) lo6 acKi)ition co)t" ea)y ipleentation an4 )e (Jing an4 %rge))" 011:$5

Thi) enterpri)e )y)te a44) vale to )tan4ar4 enterpri)e re)orce planning (ER$ )y)te) by enablinginteractive relation)hip bet6een the organi7ation an4 the c)toer at relatively lo6 co)t - po))iblyipleente4 either in4epen4ently or a) a )oft6are pac;age in a larger ER )y)te - a) 6ell a)facilitating ne6 pro4ct revene generation" c)toer tran)action co)t)" c)toer loyalty" an4 )hort*ter pro4ct innovation (Al)ha6i et al" 01229Dong an4 Nh" 011:9Ryal)" 0113$5

E))entially" CRM )y)te) create a technological point of convergence an4 connectivity for people()taff an4 client)$ an4 proce))e) (organi7ational re)orce) an4 capabilitie)$ a) 6ell a) collaboratingorgani7ation) (partner)$ aie4 at creating better n4er)tan4ing of c)toer)= nee4)9 facilitating an4)pporting effective b)ine)) )trategy9 an4 bil4ing long*ter client relation)hip) ('hang an4 'e44on"

0111$5


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3.3 I!"le!entation Re7%ire!ents

Attept i) a4e to con)i4er ipleentation concern) of both )y)te) fro an integrate4 per)pective5Thi) i) beca)e of the inherent po))ibility to 4o )o 6ith both inforation )y)te) a) 6ell a) thepotential vale of an integrative approach to iproving organi7ational perforance (Dong an4 Nh"011:9Jing an4 %rge))" 011:$5

Thi) integrative approach i) a4opte4 )ince inforation )y)te) - 6hen 4eploye4 6ith otherinforation )y)te) in a copleentary anner - affect organi7ational perforance 6ithin an4beyon4 the operational )pace9 create copetitive a4vantage that i) 4ifficlt to iic9 an4 create ne6b)ine)) proce))e) that are valable to the fir (?)" 0119Jing an4 %rge))" 011:9Wa4e an4 ?llan4"011/$5

Thi) integrative approach follo6) the re)orce*ba)e4 vie6 (R%$ frae6or; for e)tabli)hing IT*%)ine)) vale an4 therefore !)tifie) it) application for the ca)e copany5

Organi7ation )i7e ha) been i4entifie4 a) one of the critical )cce)) factor) of ER ipleentation" )e"

benefit) reali7ation" a) 6ell a) 4eterining the integrative vale of inforation )y)te) to overallorgani7ational perforance throgh )hare4 ;no6le4ge bet6een top an4 i44le anageent" an4a))iilation (Mabert et al5" 01189 Elba)hir et al5" 0128$5

CAGEWOX lt4 i) cla))ifie4 a) an )all an4 e4i enterpri)e ('ME$ in the national corporate affair)coi))ion (CAC$5 It) )i7e i) con)i4ere4 in ter) of annal revene a) again)t )taff )trength in or4erto ea)re ipleentation co)t) a) a percentile vale th) 4eterining ho6 )i7e ipact) ERipleentation - accor4ingly" ipleentation concern) con)i4er 3 factor) vi79 otivation) fora4option" ipleentation )trategy" o4le) c)toi7ation" o4le) a4option an4 configration" an4co)t) @ benefit) (Mabert et al5" 0118&0/1*0//$5

'oe otivation) for the propo)e4 IT innovation at CAGEWOX lt4 - being an IT con)lting fir - incl4e9 )y)te) )tan4ar4i7ation" proce))(e)$ )iplification" iprove4 internal an4 e>ternalconication)" organi7ational re)trctring" a) 6ell a) to gain )trategic a4vantage5 Ipleentation6ol4 al)o follo6 a ig"ang approach 6here all ;ey pac;age) (acconting" han re)orce)" or4erentry" c)toer relation)" pro!ect anageent" payroll anageent$ are ipleente4 )iltaneo)ly - typical 6ith )all an4 e4i enterpri)e)5


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)cce))flly ipleenting the propo)e4 IT innovation5

A) an 'ME" CAGEWOX lt4 6ol4 reKire bet6een 8H an4 FH of it) annal revene for ERipleentation" 6ithin a perio4 of 0 - 8 year)5 'b)eKently" )oft6are" har46are" training an4con)lting co)t) for ipleentation 6ol4 4ean4 bet6een 0:H * 83H" 2:H * 02H" H * 21H" an408H * 81H re)pectively (Mabert et al5" 0118&0/8$5 Other ancillary co)t) )ch 6ol4 reKire roghly 2H

of annal revene 4ring ipleentation5

/.0 INNOVATION STRATEGY: T#c-no&o Ro'd"', forCAGEOX !i"it#d

The concept of roa4apping i) a proce)) that integrate) b)ine))" technology" an4 )trategy by givingpictorial ill)tration()$ of the relation)hip()$ an4 interaction()$ bet6een pro4ct)" technologie)" an4ar;et) over tie aie4 at i4entifying an4 bri4ging gap) in the)e artifact) to fo)ter innovation thatcreate) ))tainable copetitive a4vantage (haal et al5" 011/9 Groenvel4" 011a$5

Applicable in 4iver)e 4oain) - pro4ct" technology" b)ine))" proce))" et cetera - it) ain vale

propo)ition for innovation i) to )gge)t ne6 )trategie)" ar;et 4i)coverie)" pro4ct)" an4Bortechnologie) ba)e4 on the evoltion an4 )y)teatic !>tapo)ition of organi7ational artifact) ininnovation factories (haal et al5" 011/9 Rinne" 011/&F9 Groenvel4" 011a" 011b$5

The pecliarity of roa4ap) accont for their 4ifficlty in 4e)ign an4 ipleentation by organi7ation)a) no t6o roa4ap) are the )ae" even for organi7ation) )haring the )ae environental an4organi7ational con)trct) - the rea)on being that roa4ap) provi4e convergence for innovation an4foreca)ting a) a nifie4 4i)cor)e" reKiring a4ept con)i4eration) of the in4ivi4al" )ocial" an4 technicalper)pective) of change (Rinne" 011/&0$5

Con)i4ering that CAGEWOX lt4 a4opt) a ban46agon approach to innovation (ible )tan4ar4i7ationan4 c)toi7ation approach (Lee an4 ar;" 0113$5


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. Tecnolog, Roa*!a"

#ig"re 1: Tec&nolog Roa'ma for %AG*+,- lt' (ears 1 / 0).

ro4ct) ,2. an4 ,0. repre)ent the copany=) flag)hip 4ocent regi)tration an4 rene6alanageent" an4 inforation anageent an4 control )y)te)5 Technologie) ,T2. 4epict) it) in*ho)eintegrate4 4evelopent environent (IDE$ )oft6are crrently in )e" ,T0. 4epict) propo)e4 enterpri)e

re)orce planning (ER$ )oft6are" 6hile ,T8. repre)ent) c)toer relation)hip anageent (CRM$)oft6are5

Mar;et) ,M2. repre)ent) crrent operating )oft6are ar;et" ,M0. repre)ent) it) crrent clientle" 6hile,M8. an4 ,M/. repre)ent the global enterpri)e )y)te) an4 )oft6are )ervice) ar;et) re)pectively5

The )e of ,T2. for the 4evelopent lifecycle anageent of ,2. an4 ,0. i) a) far a) innovation goe)at the ca)e copany5 ,T0. an4 ,T8. i) propo)e4 a) innovative technologie) for )trealine4 b)ine))proce))e)" lea4ing to the evoltion of ,T/. - an enterpri)e inforation )y)te5

'ae evoltion occr) at the pro4ct level a) both ,2. an4 ,0. )pa6n p an integrate4 anageent

inforation )y)te ,8. copri)ing 4ocent regi)tration" 4ocent rene6al anageent" an4re)orce) control )b)y)te)5 #ote al)o that ,M0. - the anage4 governent clientle - create4ean4 for ,2. an4 ,0.9 li;e6i)e" ,M8. al)o create) the nee4 to a4opt ,8. a) )tan4ar4i7ation create)the nee4 for conforance 6ith be)t practice)5

At the technology level" ,T2. create) rationale for the evoltion of ,T3. at abot the )ae perio4 a),TF. an4 ,T. eerge - clo4 copting infra)trctre an4 )ervice oriente4 architectre ('OA$re)pectively - giving cre4ence to ,T3." a clo4*ba)e4 collaborative 4evelopent environent )e4 toanage the 4evelopent lifecycle of ,/. an4 ,3. 6hich are 'OA variant) of ,8.5


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The global )oft6are )ervice) ar;et ,M/. intro4ce) the nece))ity ,/. an4 ,3. 6hich are provi)ione4a) 'oft6are*a)*a*'ervice ('aa'$ ver)ion) of ,8. )b)y)te)" an4 ,F. 6hich i) provi)ione4 a) thelatfor*a)*a*'ervice (aa'$ ver)ion of ,8.9 ,F. i) al)o facilitate4 by ,T:. 6hich evolve) a) acobination of ,T/." ,TF." an4 ,T.5

It i) therefore )gge)te4 that CAGEWOX lt4 pr)e) an overall innovative ai of tran)foring into an

innovation factory by collaborating at all anageent level) to 4eliver technology*4riven alternative)for it) e>i)ting )ervice offering)5 To achieve thi)" the copany - being an innovation*a4optingorgani7ation (Daanpor an4 Wi)chnev);y" 011F$- )t collaborate perio4ically acro)) it)anageent )trctre to enrich the above roa4ap )ing ob!ect*per)i)tent roa4apping )oft6are (Leean4 ar;" 0113$ 6ith a vie6 to 4evelop an4 aintain a lea4er)hip*4riven Kant )trategy forinnovation (?eracleo)" 0128$5

.2 8%ant%! +trateg, I!"le!entation

The i4eology n4erlying Kant )trategy contra4ict) )trategic ortho4o>y by claiing the po))ibilityof cobining t6o generic recipe) for )trategic thin;ing to 4evelop a ble ocean )trategy - )oething

Apple Inc5 ha) achieve4 in the la)t 4eca4e (Ji an4 Maborgne" 01139 Mallin" 01229 ?eracleo)"0128$5

In the bi4 to replicate )ae at CAGEWOX lt4" it i) iperative to )tri;e balance bet6een 4ifferentiationan4 co)t efficiency throgh )trategic lea4er)hip5 Thi) 4ean4) that it) anageent 4eci4e)" throgha4ept ar;et analy)i)" 6hat technologie) )hol4 be acKire4 an4Bor 4evelope4 on the one han4 byfoc)ing on hiring an4Bor training the o)t )avvy per)onnel an4 fo)tering an innovative corporatecltre5

On the other han4" in or4er to attain a coen)rate level of efficiency" it) b)ine)) proce))e) )t be)trealine4 - operation)" pro!ect anageent" et cetera - to re4ce co)t) an4 )trategic lea4er)hip - one

that a;e togh yet infore4 4eci)ion) - entrenche4 at the center of all b)ine)) activitie) to encorageinnovation at all level)5

.0 INNOVATIVE TEC+NO!OGY SCENARIO: O,#n Inno('tionStr't#

'tan4ar4 practice of organi7ational innovation a4opt) a clo)e4 approach - one that facilitate) effective;no6le4ge retention for innovative i4ea) 6ithin the organi7ation" e)pecially 6ith the re)earch @4evelopent (R@D$ 4epartent9 6hile thi) ay )ee proper in )oe )cenario)" for an 'ME a)CAGEWOX lt4" openne)) in the innovation proce)) 6ol4 accelerate an4 ))tain overall organi7ationalinnovativene)) (Oa;ey" 01289Lar)en an4 'aher" 012/$5

Openne)) in innovation anageent proce))e) - a concept brilliantly tere4 o#en innovation - tran)for) innovation anageent by enabling innovation practice) in t6o broa4 concept) of;no6le4ge anageent flo6 (inbon4 an4 otbon4$ to accelerate innovation an4 e>pan4 ar;et)throgh technology e>ploration an4 e>ploitation re)pectively" a) epirically ob)erve4 in a broa4)pectr of 'ME) (van 4e ran4e et al5" 0119Che)brogh et al5" 011F9Che)brogh" 0118$5

The )iltaneo) engageent of internal (innovation tea)" anageent per)onnel" 4epartent) an4nit)$ an4 e>ternal ()pplier)" c)toer)" partner)" copetitor)$ ;no6le4ge )orce) in the open


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innovation para4ig intro4ce) a cro64*)orce approach to innovativene))" for 6hich 4ifferentinnovation )trategie) a44re)) )pecific proble) nee4ing innovative )oltion) (La;hani an4 %o4rea"0128$5

Con)eKently" effective change anageent an4 relation)hip anageent practice) characteri7ing theorgani7ation=) overall corporate cltre an4 )trategy )t ebe4 an integrative" all*incl)ive )trategic

innovation proce)) for )cce))fl organi7ational innovation anageent practice) that eet theoriginal intent of the concept a) in the e>aple of CA' 'oft6are AG (%rn)6ic;er an4 Ehrenann"0128$5

%eing a technology con)lting organi7ation" in or4er to 4eploy innovative technologie) )cce))flly"CAGEWOX lt4 )t approach the open innovation concept a) a conflation of open*bon4ary an4open*)orce innovation) (Echner" 0128$9 an4 to frther concreti7e open innovation a) part of theorgani7ation=) corporate cltre an4 )trategy" it )t reconfigre it) crrent b)ine)) o4el )ch thatalign) 6ith it) preferre4 open innovation )trategie) (La;hani an4 %o4rea" 0128&F9 'aebi an4


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Business Model Dimension pen Inno!ation Strategy

for ot)i4e collaboration9 re6ar4 re6ar4 brea;throgh 4i)covery

Innovative behavior internally that create) innovative capacity5

an4 e>ternally

In )ary" the ne6 b)ine)) o4el for CAGEWOX lt4 6ol4 4ean4 i4*level collaborative valecreation" achieve4 throgh ore of a 4ya4ic - an4 al)o nilateral - ;no6le4ge anageent flo6 thatbalance) the collaborative capabilitie) create4 bet6een internal an4 e>ternal e>pert)5

%oth )earch an4 otivation are an4atory in the propo)e4 innovation )trategy for the ca)e copany"an4 the 4egree of fle>ibility achieve4 thereof i) certain to continally i4entify" ipleent an4 ))taininnovation at CAGEWOX Liite4" aintaining an4Bor increa)ing copetitive a4vantage an4 ar;et)hare over tie5

RE2ERENCES

A4a)" R5" 5 %e))ant" an4 R5 help)" (011F$ =Innovation anageent ea)reent& A revie6="

International ;ournal of Management Reviews" :(2$" pp502-/5

Ahe4 J5" 5" (2:$ =Cltre an4 Cliate for Innovation=" $uro#ean ;ournal of Innovation Management " 2(2$" pp581-/85

Al)ha6i" '5" aining the Role of Innovation Diff)ion aple of A Geran 'oft6are


21/24

Che)brogh" ?5 W5" (0118$ =Open Innovation& The #e6 Iperative


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?an)en" M5 T5" an4 5 %ir;in)ha6" (011$ =The Innovation ale Chain=" /arvard uiness Review"

:3(F$" pp5202-2815

?avar4 %)ine)) 'chool" (011$ =Type) of Innovation& 'everal Type) on Many of Openne))& Appropriability" E>ternal 'earch an4Collaboration=" Research !olic," /8(3$" pp5:F-::5


23/24

Lee" '5" an4 S5 ar;" (0113$ =C)toi7ation of Technology Roa4ap) Accor4ing to Roa4apping

rpo)e)& Overall roce)) an4 Detaile4 Mo4le)=" echnological Forecasting ' Social Change" 0(3$"

pp53F-3:85

Mabert" 5 A5" A5 'oni" an4 M5 A5 en;ataraanan" (0118$ =The Ipact of Organi7ation 'i7e on

Enterpri)e Re)orce lanning (ER$ Ipleentation) in the +' Manfactring 'ector=" (mega" 82(8$"

pp5083-0/F5

Mallin" M5 L5" (0122$ =Apple Inc5& ro4ct ortfolio Analy)i)=" ;ournal of the International Academ,

for Case Studies" 2($" pp5F8-35

Martin)" E5 C5" an4 ploratory 't4y of the ective er)pective=" Industrial Management ' Data S,stems" 21F($" pp520::*28185

haal" R5" C5 5 5


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pp53-0F5

Rinne" M5" (011/$ =Technology Roa4ap)& Infra)trctre for Innovation=" echnological Forecasting '

Social Change" 2(2$" pp5F-:15

Ryal)" L5" (0113$ =Ma;ing C)toer Relation)hip Manageent Wor;& The Mea)reent an4 rofitableManageent of C)toer Relation)hip)=" ;ournal of Mar3eting" F(/$" pp5030*005

'aebi" T5" an4 #5 5

innovative technologies report for cagewox.net llc

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