Bridging Innovation and IT: Implementing Startup Solutions

IT Implementation

IT implementation is often the biggest bottleneck for scaling a successful POC into an operational solution. While it may sound simple (“We’ve tested it, it works - now let’s roll it out”), the reality is that tight IT resources and competing priorities can delay or even stall startup adoption. In Venture Clienting, managing this process strategically is essential to turn innovation into measurable business impact.

Involving IT early

‍Bringing IT into the loop early can dramatically reduce surprises later.

• Early awareness: Share your Venture Clienting process with IT before the first POC even starts. Many IT departments have their own technology scouting teams, so involving them early can help build buy-in.
• Pre-alignment: Let IT know about upcoming POCs that might require integration later. This allows them to flag potential blockers in advance.
• Strategic allies: Having an IT contact who understands the business impact of the project increases the chances of faster prioritization when implementation time comes.

Typical IT concerns (and how to answer them)

‍IT teams in large organizations tend to raise a consistent set of concerns when evaluating startup solutions:

• Security risks: How is data protected? Where is it stored? Does it meet internal and legal compliance standards (e.g., GDPR)?
• Integration complexity: How will it connect with existing systems (ERP, CRM, MES, etc.)? Are APIs robust and well-documented?
• Support & maintenance: Who will maintain the solution post-implementation? Is there a clear escalation process?
• Scalability: Can the solution handle increased usage without major rework?
• Vendor reliability: Will the startup still exist in two years, and can they provide enterprise-grade support?

To smooth the process, the innovation manager should anticipate and prepare answers in collaboration with the startup:

• Security: Provide detailed documentation (SOC 2, ISO 27001 certifications, GDPR compliance statements, penetration test reports).
• Integration: Share clear API documentation and examples of successful integrations with similar systems.
• Support: Include SLAs and support structures in the proposal.
• Scalability: Present case studies showing growth in active users/data volume without performance degradation.
• Vendor stability: Share funding history, customer references, and planned roadmap.

Tip: The more “IT-ready” a startup appears, the less friction there will be in moving from POC to implementation.

IT Due Diligence for startups (Security, Integrations, etc.)

‍Before recommending a startup for a PoC that could lead to integration, perform light IT due diligence:

• Security policies & certifications
• Data hosting location & architecture
• API availability and documentation
• History of integrations with enterprise systems
• Incident management processes
• This pre-vetting takes work off IT’s plate and shows that you’ve considered their priorities.

IT Implementation by GlassDollar

‍The idea of offering IT implementation support as part of Venture Clienting has been discussed in the community for years, but no one has cracked it at scale.

• The challenge: Gaining internal system access or admin rights is complex in large enterprises due to compliance and security concerns.
• The opportunity: Acting as a “bridge” by preparing everything for IT (documentation, configuration templates, test data) so that internal teams only need to execute the final step.
• Why it matters: Implementation services are a high-margin business in consulting, and providing this capability could dramatically increase adoption rates of startup solutions.

Key takeaway: IT implementation is not an afterthought - it’s a strategic stage that requires early engagement, careful preparation, and proactive problem-solving. In venture clienting, winning the POC is only half the battle; getting IT to put it into production is where the real business impact starts.

Onboarding the IT

Main Goals of the Call

• Create awareness: VCL projects will involve startups → faster cycles, more experiments. IT needs to be a partner early, not a blocker later.
• Clarify the rules of the game: Which requirements apply at PoC vs. scale-up.
• Open channel: Establish trust and a clear contact point for IT questions in future PoCs.

Topics to Cover

1. Infrastructure & PoC Setup

• Are we allowed to use cloud solutions (SaaS, external hosting) for PoCs?
• What are the conditions when moving from PoC → rollout (e.g. on-premise, integration into internal systems)?
• Do you already have a test/sandbox environment that startups can use?

2. Security & Compliance

• What are the minimum requirements startups must meet for a PoC? (lightweight, pragmatic)
• Which mandatory certifications are required for rollout (ISO27001, GDPR, TISAX, etc.)?
• Do you have an internal checklist/template for IT security assessment? → saves effort later.

3. Onboarding & Documentation

• Which documents/certificates are needed for a startup to be onboarded as a supplier?
• Which processes must be completed (InfoSec check, data protection, IT approval)?
• What are the typical lead times for these steps? → so you can plan VCL projects realistically.

4. Integration / Interfaces

• Do you have standard policies for APIs, data exchange, SSO?
• Does IT always need to be involved in interface selection?

5. Internal “Red Lines”

• What are absolute no-gos in PoCs? (e.g. sensitive data in external SaaS without DPA).
• On which topics do you expect to be involved early?

Framing / Messaging

• Position IT as enabler: “We want to bring you in early so we don’t run into roadblocks later.”
• Stress controlled experimentation: PoCs are limited, reversible, low-risk — but need flexibility.
• Hint at upcoming volume: VCL means more startups knocking on the door → IT should “brace” but also see it as a chance to structure the process once instead of case-by-case.

Tips for You in the Call

• Ask more than you tell → let them explain their process, then map it into VCL.
• Note who seems “friendly” vs. “gatekeeper” → good to know for later.
• Try to walk out with:
  • A clear list of must-have requirements.
  • A lightweight PoC guideline (even if draft).
  • A contact person for each key area (security, infrastructure, supplier onboarding).