Creating Compelling Innovation

Compelling innovations allow businesses to disrupt their industry and competition for significant benefit and value. What sets high-performing innovative organisations apart, is not only their brilliant ideas but their ability to create, test and enterprise-scale those winning ideas quickly and effectively again and again.

Our Solution

Is designed to help your organisation create and benefit from compelling digital solutions while allowing repeatable practices to develop to become a high performing innovator.

A proven innovation approach that blends the investment portfolio principals venture capitalists use for success, digital delivery methods that produce fast, agile and market-informed results, with work to ensure successful pilots get industrialised into the normal business processes for scale and core personnel participate throughout the process to allow knowledge transfer that ensures innovation becomes an integral part of the organisation’s skillset.

Andrew Salmon
Managing Partner

andrew salmon

Solving These Challenges and Bringing These Benefits


  • Uncontrolled and sporadic innovation approaches lead to activities not fully aligned with the company strategy. Impacting success and motivation for innovation.
  • New ideas and concepts only generated from the Senior Leadership Team, missing other creativity sources within the business.
  • No formal approach to the selection of ideas leads to the wrong concepts being progressed. Impacting investment and ROI.
  • Investment (to benefit) is not fully considered and controlled, leading to overspend and disappointment in results.
  • Slow delivery of selected concepts through traditional production processes or limited knowledge of existing commercial solutions resulting in competitors disrupting first.
  • Winning ideas at a prototype level are not embraced into the normal running of the business, stifling scaling and wider success.


  • Creativity happens across the business and via external experts to maximise ideation.

  • Fast-paced analysis selects the ideas most likely to win and aligned to company strategy ensuring investment and effort is controlled.
  • Prototypes or COTS solutions are quickly taken to market within a controlled investment so that real customers can feedback on the experience and costs are controlled.

  • Unsuccessful concepts are quickly identified and sunset, limiting cost exposure.

  • Behaviours are developed across the organisation to ideate, select, collaborate and deliver. Embedding innovation into the organisation.

  • This proven approach can be flexibly designed to suit your exact needs and budget.

Using Our Proven Innovation Approach

The core principals of our approach are to design to the budget and timeline available, embrace controlled creativity, progress in a ‘planned and agile manner’, unlock benefits fast, and embed ongoing successful innovation processes and behaviours into the organisation. We conduct the process over these nine steps:

1. Plan

  • An end-to-end project plan is developed.

  • Activities, timelines, RACI. To control the fast-paced approach.
  • Progress reporting is conducted against this.
  • Produced as an output in the first week.

2. Insight

  • Insight is gathered concerning the organisation’s core strategic and tactical needs.

  • Progressed rapidly from existing written sources (i.e. strategy documents) and from interviews with core staff.
  • This allows the evaluation matrix, used in step 5, to be created.
  • This activity usually takes 10 days.

3. Gather Existing

  • Existing ideas generated by teams are gathered as potential concepts to evaluate in Step 5.

4. Ideate New

  • Utilises a planned and structured 1-2 day innovation workshop approach. Attended by a combination of core internal and external experts.
  • Outputs are 20-30 core ideas. These are defined in enough depth to understand what they are and expected benefits.

5. Evaluate & Select

  • The most likely ideas are selected, and mini business cases are created for each concept. These are scored against an ‘evaluation matrix tool’ constructed from the insight in Step 2. This provides an objective indication of the concepts ‘fit’ to the strategic aims of the business and its likely initial cost.
  • Allowing a comparison of the concepts against each other, the top 4 or 5 can be selected to move to pilot depending on budget.

6. Scope

  • Concept details from the mini business cases are taken and translated into a ‘persona-led’ customer experience scope to define the concept in more depth – the basis for deciding whether it needs to be developed or served by a COTS solution.

  • Allowing a comparison of the concepts against each other, the top 4 or 5 can be selected to move to pilot depending on budget.

7. Develop or Source

  • If COTS is possible, commercial terms are negotiated.
  • IF an MVP pilot is required, the development is broken down into several sprints.
  • Market testable versions are placed ‘in market’ as soon as possible to gain feedback and guidance on viability and additional priority elements.

8. Measure

  • Key success criteria from the mini business cases are used to identify success, iteration, or sunset the concept.
  • Successful pilots are taken to the next stage.

9. Industrialise

  • Work is conducted to ensure successful pilots are integrated in the normal operations of the company. Into BAU.
  • Formal ownership at a senior level happens to provide ongoing responsibility for success.
  • Marketing and sales teams are briefed to ensure scale. Operations to provide support. Other functions are aligned.

Previous Success

ooredoo sign

“Created a strategic vision and a new business unit within Ooredoo. Managed a very complex, cross business initiative in rapid timescales.”

Yell AI chatbox

“I needed DWG to manage the UX team as interim lead, to mentor members of the team, to evangelise UX/UI, work with the Product Leads, other department heads and stakeholders, interview candidates and ensure we were always up-to-date and moving forward…”


“…Working with DWG was a great experience. Simply by getting stuck in, identifying the challenges and how to resolve, we now have a clear plan for the way forward.”


Meet Some of Our Innovation Team

DWG is the UK’s most experienced digital transformation consultancy. A team of 50+ senior digital change experts, internationally experienced, meet some of them:

Goldmund Byrne
Goldmund Byrne
UX/Service Design
Liam Carroll
Liam Carroll
Product Expert
Raj Chhoka
Raj Chhokar
Business Analyst
Iqbal Singh
Iqbal Singh
Project & Programme Manager
Marjory Carrero
Marjory Carrero
Financial Analysis

Meet Some of Our Innovation Partners

While DWG facilitates the overall process, we often work with two best-in-class partners during the process as required:

airgap partners
  • DWG & Airgap operate under common ownership, allowing us to easily combine to deliver outstanding digital solutions for our clients in mobile, web and technology platform assets.

  • An expert design and development house, with extensive domain expertise in ecommerce, online payments, click and collect, e-trading and e-serving.

  • Able to produce fast-paced MVP development, as well as enterprise-level support through our offshore centers (all MS Gold Partners and AWS accredited).

  • GHW are a powerhouse of knowledge of innovative and existing solutions within the market.

  • Cutting through the crap and finding gems from all the digital solutions doing the rounds, curating proven solutions (from nimble vendors) to help clients make a difference and deliver results.

  • With a portfolio of partners in marketing insights and capabilities, engagement and human capital solutions.


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