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This research briefing describes the organizational capability of scaling at scale, which we define as enabling multiple digital innovation initiatives to realize bottom-line value from their innovation by leveraging shared resources. We illustrate this concept with a case study from global multi-energy company Repsol, which implemented scaling at scale to cultivate a portfolio of more than 450 initiatives and helped over seventy percent of initiatives to reach the scale-up stage. As a result, over five years Repsol realized €800 million of bottom-line value from digital innovations.
This case study describes how in five years the global multi-energy company Repsol realized 20 percent greater profit—specifically, €800 million in cash flow from operations—by launching 505 digital innovation initiatives and building shared resources that systematically helped over seventy-six percent of the initiatives scale their innovation and realize value from it. Rather than simply empowering initiative teams, Repsol executives designed a holistic approach coordinated across initiatives to scale innovations. This case study describes how they identified and addressed a variety of barriers that would keep initiatives from scaling and realizing value.
