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Working Paper: Case Study

Innovating with Greater Impact at Posten Norge

Norway Post introduced a new approach to digital that changed decision rights and introduced a test-and-learn approach for developing digital offerings to customers and employees.
CASE STUDY

An in-depth description of a firm’s approach to an IT management issue (intended for MBA and executive education)

Abstract

This case study describes why and how executives at Posten Norge AS, hereinafter referred to as Norway Post, introduced a new approach to digital innovation it called the Helix Model. In an effort to significantly increase the business value Norway Post realized from innovation efforts, the new approach changed decision rights and introduced a test-and-learn approach for developing digital offerings to customers and employees. Although still in its early stages of adoption at the end of the 2010s, Norway Post had already realized enough benefits from the new approach to invest in its adoption even more aggressively. Cross-functional teams using the Helix Model had generated valuable insights into which specific offerings were desirable to end-users, feasible for Norway Post, and made business sense—and why. Consequently, the teams had avoided wasting resources on innovations of little or no value, increased the likelihood of generating competitively advantageous innovations, and helped Norway Post become more agile.

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About the Author

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Nils O. Fonstad, Research Scientist, MIT Sloan Center for Information Systems Research (CISR)

MIT CENTER FOR INFORMATION SYSTEMS RESEARCH (CISR)

Founded in 1974 and grounded in MIT's tradition of combining academic knowledge and practical purpose, MIT CISR helps executives meet the challenge of leading increasingly digital and data-driven organizations. We work directly with digital leaders, executives, and boards to develop our insights. Our consortium forms a global community that comprises more than seventy-five organizations.

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