Itera aims to be the best partner in creating digital business and has worked on many exciting projects.
Written by Jon Eirik Mangshau, Senior Interaction Designer in Itera
Three examples are the development of:
- a global financing solution for the purchase of Tesla cars, which was developed in collaboration with Tesla and Santander
- a digital solution for ordering rooms / housing among defense officers for The Norwegian Defence Estates Agency. The new system reduced the booking time from three hours to six minutes
- Gjensidige Eiendomsmegling, a new service for sale of housing
All innovation projects that focus on the development of new digital services are unique, but our experience indicates that they also have a number of common features. Here are our advice for starting up and implementing innovation projects in large organizations:
- Consider existing ideas and solutions from other companies in the industry or startup companies. Ideas, solutions or parts of concepts that are available can make the completion of a service or solution faster compared to developing everything from scratch.
- Let innovative initiatives get enough space and not be bound by complex processes. The best results are often achieved when separating the innovation environments from the business's traditional decision-making processes and organization.
- Keep high speed and cost-effective progress. Everyone involved must work quickly and be prepared for the need to turn quickly from the original plans, often several times. The organization must be prepared for the fact that parts of what is being developed do not work as intended, hence must be rejected or changed.
- Establish interdisciplinary teams with clear goals. To achieve the best possible results, the interdisciplinary team should be responsible for developing the concept. UX designers together with content specialists and product owners constitute a very important part of the interdisciplinary team.
- Empower the teams with the authority to make changes. Facilitate quick adjustments of concepts and solutions rather than adhering to fixed decisions. This type of project requires less detailed frameworks than projects that are not focused on innovation.
- Involve the right people. Some people fit well into interdisciplinary teams, while others are more proficient in operational tasks. Staff innovation projects with people who like entrepreneurship, creativity, dynamics, quick decisions and who create enthusiasm.
- Create a good working environment. Innovation projects benefit from a creative and engaging workspace. An idea might be to make performance data and feedback from the last user test available to motivate the team to see new opportunities.
- Facilitate continuous change. Give designers, content producers, developers, and product owners the ability to make quick decisions and make continuous adjustments on the basis of various forms of digital testing, Google Analytics, and other data sources. In the event of major changes and the introduction of new functions, qualitative user testing should be carried out.
- Discover strategic opportunities. It is important that the team is given the authority to explore opportunities outside the project's original mandate and scope.