leads Konsert’s Digital Technology Innovation practice, and has extensive experience from Business-driven IP Management, having led strategy, performance improvement and transformation projects. He is also Head of Business Development. Mr. Sparrefors is a returner to the company, having rejoined Konsert in 2014 after spending five years at Accenture Strategy’s Innovation & Product Development practice. He has a Master of Science in Innovation and Entrepreneurship and a Bachelor of Science in Business Administration.
As companies grow their digital business, many R&D organizations transition to Agile innovation practices*, both in software and hardware development. Any implementation of Agile leads to key changes in how firms innovate. Changes include how R&D objectives are set, how resource prioritizations are made, and how fast development cycles are run. Instead of the traditional approach of setting goals early on and seeing changes as unwanted deviations from plan, Agile brings a state of constant evolution, as Agile teams find, solve and reformulate problems to create as much customer value as possible. Resource prioritization is more active and selective as Agile empowers and requires teams to direct resources to the features and unsolved problems with highest priority. Development cycles shorten as Agile emphasizes quick sprints with autonomous teams having end-to-end skills.