Change worth implementing, is a problem worth solving

Digitalization is more about people, processes and organization than technology

Digital change agent


Developments in digital technology have contributed to new methods and tools for innovation. The innovators' method is a framework for developing digital processes and services.

Digital change agent


InMyShoe calls this process the innovator’s method. It consists of four steps to solve high- uncertainty problems and turn insight into a successful innovation:

Step 1. Insight: savor surprises: questioning, observing, networking, and experimenting to search broadly for insights about problems worth solving.

Step 2. Problem: discover the job-to-be-done; Rather than starting with solutions, start by exploring the customers’ need or problem; the functional, social, and emotional job-to-be-done.

Step 3. Solution: prototype the MVP. Leverage theoretical and virtual prototypes of multiple solution dimensions. Iterate on each solution to develop a MVP and eventually a MAP.

Step 4. Business model: validate the go- to- market strategy. Once you’ve nailed the solution, you’re ready to validate the pricing strategy, the customer acquisition strategy, and the cost structure strategy.

Learn - Measure - Build
Smart and agile

Smart and agile 

Smart and agile businesses are insight-driven where management decisions are based on criteria and results. This requires teams with clear goals/results and autonomy with systematic experimentation, measurement, and learning. Learning includes a continuous development of one's own working methods and routines. Complementary and circular methods and techniques are Design Thinking, Lean Startup and Agile Development.



With employee-driven innovation, employees actively participate in the development of innovations. These are produced through an open and inclusive innovation process, based on a systematic application of employees' ideas, knowledge and experience. This contributes to developing the company's total ability to innovate.

Management models

Management models 

The Laissez-faire model: Allows local ex-perimentation and use, but no central support
Central control model: The Central IT management decides which lightweight IT initiatives are to be prioritized.
The platform model: Clarified division of responsibilities and tasks between heavy-weight and lightweight IT. It means that heavyweight IT is used as a platform for lightweight solutions and offers APIs for third-party innovations.
The Bimodal model: Lightweight solutions are developed at local units, but put into production in accordance with standards and guidelines set by the central IT department