Reengineering Innovation Processes in a Software-as-a-Service (SaaS) Company: A Case Study

Abstract

It is widely acknowledged that innovation represents a primary engine of growth and progress. However, identifying its origins, triggers, and optimal strategies within companies a remains a challenging endeavour. This complexity is exacerbated in Software-as-a-Service (SaaS) organisations, where the inherently unpredictable and intangible nature of innovation presents a significant challenge in establishing clear management processes. The aim of this dissertation is to review and assess the current innovation processes in a SaaS company and identify potential improvement opportunities aligned with the dynamic business environment and organizational structure. The study was carried out in four phases. First, the research focused on understanding the company's innovation efforts and the role of the Research, Development, and Innovation (RDI) department. This phase involved direct observation, document review, and workshops, using a case study approach to identify process shortcomings. In the second phase, improvement opportunities were identified and characterized through rootcause analysis and semi-structured interviews with employees, leading to the formulation of viable solutions. The third phase involved proposing specific improvement actions based on the findings of the previous phases. Finally, the Service Experience Blueprint methodology was employed to develop a new process, based on the latest standards and best practices, to map innovation initiatives, improve internal organisation and align innovation management with strategic objectives. The research revealed significant challenges, including dispersed information, non-uniform processes, and misalignment between cross-departmental teams. The proposed improvements included process redesign and the creation of complementary measures to improve alignment, facilitating access to organized information and informed decision-making. Although the implementation is ongoing, performance indicators have been defined to evaluate the impact of these improvements, highlighting the strong connection between innovation management and project management for continuous improvement and strategic alignment.