An Italian company, which some years ago activated an Information Technology (IT) innovation process, has had to manage several requests pertaining to the founding of new IT projects or of introducing procedure improvements. After some years, the office in charge of this work activated an in-depth study of the procedure and its results to maximise the value of the IT implementations. Some weak points were identified and some different procedures were simulated to analyse the impact of the data and of the data treatment on the results. A new approach, which methodologically improved the data acquisition procedure as well as the request evaluation and selection, was then defined. At the same time, the office decided to activate the knowledge resources of the organisation, in order to actually improve the whole IT innovation process and reduce or control the complaints that are inevitable after any selection activity that has to reject some proposals and fund and activate others. Some actions were implemented to involve other offices in the IT innovation process, for their competences in relation to some aspects of the innovation requests, and to facilitate cooperation and improve communication with the company sectors that were and are still used to proposing projects or procedure improvements. After one year, the new approach produced interesting results, in relation to the IT request quality and to the reactions to the first steps of an organisational change process that was oriented towards improving knowledge sharing, cooperation and effective and transparent communication. Some procedural improvements have not yet been implemented, because such a drastic change could produce a negative reaction, and the possible consequences still need to be studied not only in relation to the quality of the request evaluation and selection, but also considering any possible organisational effects. A synthesis is here proposed of the analytical tools, which were used to methodologically and operationally analyse the past experience and to identify some weak points, and the organisational tools, which were then used to activate and share knowledge, starting from a new relationship between the involved actors, and to attempt to activate an organisational change, that is, from a centralised activity to a shared communication space, and finally to put it to the test.