Leading Digital Innovation
Name
2026_0201_LeadingDigitalInnovation_FonstadMockerSalonen.pdf
Size
266.14 KB
Format
Adobe PDF
Checksum (MD5)
e1b293d00a0841d0970ed7d6b96122c9
Author(s)
Fonstad, Nils O.
Mocker, Martin
Salonen, Jukka
Date Issued
February 19, 2026
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Series/Report no.
MIT CISR Research Briefing, Vol. XXVI, No. 2
Abstract
To survive and thrive in volatile business conditions, organizations increasingly need digital innovation, the process of taking an idea that uses digital technologies from inception to impact. Yet most organizations struggle with digital innovation, as their approach consumes resources out of proportion to the impact it delivers. Our research has found that organizations that innovate successfully rely not on a single heroic executive or centralized unit to lead digital innovation. Rather, they leverage three distinct but complementary types of leaders: (1) initiative leaders, (2) shared resource leaders, and (3) portfolio leaders. This briefing describes how each type works, illustrated with examples from successful innovators.
Subjects
Innovation and Strategy
Experimentation and Learning
Organizational Structure and Agility
Terms of Use
CC BY-NC 4.0 (Attribution-NonCommercial 4.0 International)
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