The ideal state organization maintains a sustainable process for generating new ideas to deliver new digital value for the business. This is accomplished through several different elements at all levels of the organization.

The Idea Generation segment receives inputs from every other segment. For example, the Monitor and Analyze element in the Deploy segment includes the collection of analytics and performance data. This will feed directly into the Data Analysis element within Idea Generation. Through this process, real data can be used to generate enablers for optimizing the user’s interaction with a specific workflow.

“…digitally maturing companies surveyed place a strong emphasis on innovation and are over twice as likely to be investing in innovation than are early-stage entities — 87% versus 38%. More than 80% of digitally maturing companies plan to develop new core business lines in the next three to five years in response to digital trends.”1

Unlike many of the other segments, Idea Generation should take place within every level of the organization. While there is certainly a good amount of idea happening within senior leadership, there will also be many ideas generated by the teams on the ground actually implementing new features. Successful organizations have a sustainable process in place for analyzing and prioritizing all of these ideas irrespective of their origin.


The Idea Generation segment receives input from the organizational foundations as well as every output from each additional segment as an input. This includes analytics data, user research findings, and technology landscape changes.


The idea generation segment generates a stream of hypotheses that can be researched and prioritized in the agile portfolio.

Roles Involved

  • Executive Leadership
  • Senior Business Leaders
  • Agile Portfolio Team Members
  • Program Team Members