Q: What is the most difficult aspect of your innovation process?A: According to Robert Scott, VP of innovation and architecture, Global Business Services, the trickiest part of Procter & Gamble\u2019s innovation process is the Launch step, when an IT innovation is \u201ccommercialized,\u201d or adopted by customers. The challenge, as Scott sees it, is that \u201ceven if you develop something that\u2019s good, people are slow to adopt new things.\u201d IT, he says, must talk about what it\u2019s done in such a way to excite users and compel them to change their behavior. Scott has tapped P&G\u2019s own marketing experts and hired external firms to help him tell a better story about the innovations his organization is delivering.Bayer North America CIO Claudio Abreu also sees change management as an important part of the innovation process. \u201cChange is not easy; it takes a lot of commitment and leadership from the CIO,\u201d he says. To make sure the innovation process is embraced, Abreu participates personally in innovation team meetings.For Carolyn Byerly, CIO of Stanford Hospital & Clinics, the first phase of her innovation framework, Sense, was the hardest to define and develop, as it wasn\u2019t a typical part of project management. (Here is a PDF of Byerly\u2019s process grid.) In Sense, the IT team learns about stakeholder needs, conducts research, meets with vendors and so on. It\u2019s not so much about generating ideas but about getting the knowledge that can create a vision from which an idea will follow.