2013 Whirlpool Corporation Innovation Report

WHIRLPOOL CORPORATION CONFIDENTIAL  INTERNAL USE ONLY  PAGE 1

Europe, Middle East and Africa
Amiens, France
Athens, Greece
Barcelona, Spain
Belgrade, Serbia
Bratislava, Slovakia
Breda, The Netherlands
Bucharest, Romania
Budapest, Hungary
Casablanca, Morocco
Cassinetta, Italy
Comerio, Italy
North America
Benton Harbor, Michigan
Amana, Iowa
Celaya, Mexico
Chicago, Illinois
CIeveland , Tennessee
Clyde, Ohio
Evansville, Indiana
Findlay, Ohio
Greenville, Ohio
Guadalajara, Mexico
Knoxville, Tennessee
Marion, Ohio
Mexico City, Mexico
Mississauga, Ontario
Monterrey, Mexico
Ottawa, Ohio
Ramos Arizpe, Mexico
St. Joseph, Michigan
Tulsa, Oklahoma
Washington, D.C.
Latin America
Bogota, Colombia
Buenos Aires, Argentina
Guatemala City,
Guatelama
Jaboatao dos Guararapes,
Brazil
Joinville, Brazil
Manaus, Brazil
Lima, Peru
Rio Claro, Brazil
Santiago de Chile, Chile
Sao Paulo, Brazil
Croydon, United Kingdom
Dubai, United Arab
Emirates
Dublin. Ireland
Helsinki, Finland
Herlev, Denmark
Isithebe, South Africa
Johannesburg, South Africa
Kiev, Ukraine
Lenzburg, Switzerland
Lisbon, Portugal
Naples, Italy
Norrkoping, Sweden
Oslo, Norway
Poprad, Slovakia
Prague, Czech Republic
Riga, Latvia
Schorndorf, Germany
Siena, Italy
Sofia, Bulgaria
Stockholm, Sweden
Strombeek-Bever,
Belgium
Stuttgart, Germany
Suresnes, France
Tallinn, Estonia
Trento, Italy
Vienna, Austria
Vilnius, Lithuania
Warsaw, Poland
Wroclaw, Poland
Asia
Beijing, China
Changzxing, Zheijang
Faridabad, India
Hong Kong, China
Melbourne, Austrailia
New Delhi (Gurgaon), India
Pondicherry, India
Pune, India
Qingdao, China
Ranjangaon, India
Shanghai, China
Shenzhen, China
Shunde, China
Taipei, Taiwan
Innovation from the Whirlpool Global Community
As our physical and virtual worlds change at record pace, communities continue to play
major roles in our lives. Whirlpool Corporation itself embodies a community. We are over
65,000 individuals, from 50 different countries, speaking different languages, united in
bringing product leadership and other innovative solutions to households around the
globe. The combined activities of Innovation and Margin Realization provide a common
language for creating our future, and are essential for us to remain relevant, profitable and
drive growth as we move forward.
On the following pages, we share some of the initiatives the various Whirlpool Innovation
communities have driven in 2013 to bring about product leadership, increased margins,
new business models and a stellar future performance—by leveraging the combined
strengths and capabilities of our global and local resources.

Letter from Our Leadership
The nature of communities is that they overlap and intersect, weaving strong connections that strengthen us as we
together reach for our goals. With over 15 years in a quest for an embedded capability of innovation, we can see the level
of maturity and evolution in the 2013 initiatives across the world. This report serves as a reference for teams around the
world and for future generations of innovators so they can understand how we saw the future “back in 2013.” This year we
confirmed our level of thought leadership in the field of innovation with the award received from Harvard Business Review
and McKinsey on their Innovating Innovation challenge.
An example of the success that can come from our collaborations is Armstrong II, a Fabric Care Project in China recently
recognized with a W Award. The project, with its origins in the Innovation Turbo Charge initiative, was led by Tina Zhang,
China’s marketing GM, who has fully embraced the innovation process and principles.
We continue to see the relevance of our tools and process for a variety of contexts. In Product Leadership they were
effective to shape the cooking and refrigeration cost reduction initiatives in NAR. And beyond Product Leadership, the tools
have been effectively employed in process improvements for the corporate communications project that resulted in the
creation of the “news hub,” and the IT related project run in LAR. Our continuous search for the best of the best out there
confirms we have a “top of the line” process, but we’ve also found and incorporated some more tactical and practical tools
into our kit. We’ve also confirmed that the skill and dedication in their application is what makes them work.
On the following pages, we describe some of the most relevant 2013 projects throughout the global enterprise. I’d like to
take this opportunity to thank all those who contributed.
Sincerely,
Nancy Tennant

Discovery and Insights
With a hands-on approach, the
team sought out unmet
consumer needs across China.
The team also used the newly
introduced Analogs lens to find
successful ways to break into
the Chinese market. This phase
resulted in the creation of a
number of concepts that were
then developed in a subsequent
phase.
The Armstrong II washing
machine, winner of 2013’s
Chairman’s Award for innovation,
is an example of the disciplined
execution of the Consumer
Solutions Process executed with
innovation operational
excellence in our core business
to deliver product leadership.
Tina Zhang, General Manager,
Marketing and Product Business,
and David Hong, Fabric Care
Director, made it all possible—
from identifying unique needs
for the Chinese market to
delivering a product to the
market that addresses those
needs. Simple as it seems, it
requires leadership engagement,
focus, open-mindedness and
determination.
Armstrong II, Recipient of
Strategic Focus
As important as all other stages
in the Innovation process,
articulating and aligning the
objectives and focus of the
work and putting together a
plan ensures project focus and
sets priorities.
Opportunity (Concept)
Development
The creation, iteration, prioritization
and ultimate selection of concepts
required a collaboration among
marketing, design and engineering
teams, ultimately leading into a
concept that was selected and
brought to the Winning Definition
Tollgate (WDT). Leadership
engagement throughout the process
was key to keeping the team moving
along.
Deliver and Grow
The team utilized the Deliver and
Grow phase to develop a launch
plan that incorporated the
consumer insights found during
Discovery to convey the message
across multiple channels and to
develop marketing plans to
“launch and love” this great
innovation.
The Chairman’s Award

Latin America
Alexandre Czesnat
Innovation, Design
and Product Development Vice President
Mario Fioretti
Director of Design and Innovation
Paula Crespi Caselli
Innovation Manager (former employee)
Kelly Galesi
Innovation Specialist
Daniela Mazzoni
Innovation Analyst
Thayane Pancieri
Innovation Financial Analyst
Top Initiatives
2013 was full of adoption of the
Triple Diamond and Consumer
Solutions Processes by all
marketing strategy teams
involving 102 employees in 13
different areas with 10 partners
involved.
This year LAR also applied the
innovation process in different
areas like IT and Digital,
embedding the culture across the
region.
LAR continues to experiment with
corporate venturing for project
incubation.
Results from previous years like
Destroyer, Itubaina and Joy are
now delivering in the market or
are close to launch.
Key Learnings
We discovered many opportunities
in applying our innovation process
beyond products, to areas that
involve huge challenges with the
opportunity to bring millions in
savings. We learned of new
methodologies and mindsets to
tackle these challenges. These broad
projects may even serve as a way to
spread Innovation throughout the
organization. Partnering with BPEX
(Business Process Excellence) on
such projects has proven invaluable.
The Triple Diamond process has
been widely adopted in product
development by all categories.
Resource allocation this year led us
to believe that we should test
allocating a diverse, small project
team from start to finish,
guaranteeing more accountability,
speed and alignment to achieve
winning results.
Results
The effort of spreading the Triple
Diamond across the marketing
teams included:
8 light Discovery Projects
2 full Discovery Projects
3 Opportunity Development
Projects
Innovation by Community
In 2014, the Innovation team was
reorganized and is now under the
leadership of Marcos Oliveira.
Corporate Venturing
Great ideas and limited resources
forces us to think creatively.
To share risk with the market,
LAR explored the model of
corporate venturing through
inventta, a corporate venturing
firm that presented a proposal
to the Growth & Innovation board
detailing how Whirlpool might
adopt such a model. The initiative
is currently under consideration.
Launches
Destroyer brings the digital era
to cooking with electronic
controls linked to an app.
Indiana promotes a healthy diet
by preserving fruits and
vegetables for
longer periods.
New This Year
A project on process
innovation,
a partnership between BPEX, IT
and innovation proved that the
Triple Diamond tools can be
applied successfully to many
different contexts. This project
resulted in the creation of a
domain for IT processes and
embedded the mindset in a
different part of the
organization.
“In the Works”
Some projects are ready to storm
the Brazilian market. Not much
can be shared at this point but
the images speak by themselves!

NorthAmerica
Bryan Aown
Director,
New Business Creation and Innovation
Corey Moles
Sr. Category Manager, New Business
Creation
Sheila Stafford
Sr. Category Manager, New Business
Creation
Scot Blommel
Sr. Project Manager, New Business Creation
Becky Martin
Sr. Innovation Analyst
Top Initiatives
2013 was a milestone year for NAR
innovation with the opening of the
Innovation Garage which hosted
over 70 workshops and 30 tours
this year. But more importantly, it
hosts some of the most innovative
initiatives currently at Whirlpool.
The New Business Creation Team
continues to drive two big projects
involving a strategic partnership.
Both initiatives have the potential
to create new markets.
The introduction of the first Spark
Competition is already providing
proof of the strong entrepreneurial
spirit at Whirlpool Corporation.
Key Learnings
Bryan Aown, NAR Director of
Innovation, shared his team’s
top learnings, “Our biggest
learning for 2013 is that we
have an organization that wants
to be innovative. If you give our
people the right conditions,
incentives and support . . .
amazing things can happen. We
must embrace failure and
encourage smart risk taking to
foster the right culture. There
are mavens amongst us who
want to create transformational
growth. The Garage and the
Spark Business Plan
Competition are just
a few examples of Whirlpool
creating the right environment
for these people to thrive.”
New This Year
The Garage opened at the
beginning of the year and is
already living proof that spaces
make a difference in driving a
culture of innovation. The garage
has 10,000 sq ft of flexible space
for workshops, a shop to co-
locate teams and drive
collaboration and
experimentation and a multitude
of easily accessible tools and
gadgets to immediately drive
inspiration.
So far, some 70 group sessions
have been held at the Garage
since March 1st, representing all
functions from numerous North
American locations. Additionally,
we have hosted over 30 tours for
internal and external groups.
The Garage

Key projects
Total Kitchen was run to identify
opportunities to make KitchenAid be a
holistic kitchen experience across
majors and small appliances. The iLab
was attended by over 60 internal and
external participants and has resulted
in the creation of 60 opportunities
and 16 domains.
Colossus was a true execution of the
Second Diamond, a project led by
Rafael Reyes, Senior Manager for
Product Development, to generate
consumer relevant ideas to leverage
extra space in the dishwasher.
Spark Competition
Launched in Q4, the Spark
competition was created to fill the
new business creation pipeline and
engage the broader NAR
organization. The café sessions
offered participants an opportunity
to interact with outside thought
leaders and practitioners , to cross-
pollinate ideas and get professional
counsel in the different business
aspects of the submissions.
New This Year
In 2013 we began to create an
infrastructure to facilitate a more
open, multilateral Innovation
process. This enables new ideas
and technologies to flow both in
and out between Whirlpool and
external parties.
Additionally, we now engage
procurement earlier in the
process to mobilize supply base
to be development partners and
accelerate decision and delivery
points to drive product leadership
and solve critical gaps.
Launched this year
A true innovation milestone,
this year the NAR Water team
launched everydrop water
filter, a simple yet very
innovative product in the
industry.
NorthAmerica, continued
Europe,MiddleEast&Africa
Tanneke Rienders
Director, New Business Creation
and Innovation
Gianluca Vigato
Innovation Lead
Marco Signa
Innovation Expert
Giorgio Koursaris
(Former Lead)
Top Initiatives
In a challenging business climate, EMEA
has focused the majority of their efforts
on stabilizing the business.
This past spring, the Innovation team
hosted an International Session on the
Drop Go-to-Market Strategy in
Cassinetta, Italy, a fitting location since
the Drop was originally designed by
Global Consumer Design in nearby
Comerio.
For the workshop, the Innovation group
leveraged the creative brain power of
students from the CEMS program of
Universita Bocconi in Milan, a top
international business school.
New This Year
At the workshop, a new
technique in competitive
ideation was introduced. Two
groups were formed—students
versus Whirlpool employees—
and each presented European
go-to-market concepts for the
Drop. Judges were given a
budget to fund the competing
ideas. The students came out
with the most funding, but by a
small margin.

Subra Komal,
Vice President, Asia Marketing, Asia South
Innovation Leads
Vikram Raman
P Pandithura
Anand V Hingne
Top Initiatives
In India, Innovation is embedded
in core teams that include
Marketing, Global Consumer
Design, Engineering &
Technology, and Procurement
with the close support of Legal.
This past year, Refrigeration and
Laundry projects have been front
and center.
In Refrigeration Power Cool Zone
and Power Cut Cool are two low
cost Innovation initiatives that
offer practical consumer
solutions.
High Definition Sensorial, a
Color|Finish|Materials project,
offers customers a compelling
aesthetic experience.
In Laundry, India launched
Stainwash, a toploader, and Ace
Stain Free at the high end of the
Ace Platform.
Key Learnings
Great things can come from a
simple insight. For example, how
can Whirlpool Refrigeration lessen
a person’s frustration caused by
repeated power outages? India is
addressing this need in a couple
of ways.
To ensure innovation project
success, the business is placing
greater emphasis on Proof of
Concept (POCs) through early
research.
Particularly on low cost initiatives,
key performance indicators are
identified early on to ensure the
innovation will translate into
positive Price Margin Realization
(PMR).
Launched this Year
Stainwash
This top loader has a unique wash
cycle sequence of six steps
leveraging maximum benefit from
the thermal energy produced by a
built-in heater—an idea that came
from a brainstorm session. The
feature removes sixteen different
types of tough stains. As of
November 2013, 25,000 units were
sold.
Just launched in November of
2013, Ace Stain Free brings the first
claim for a Stain Free Washer to
the Ace, Twin Tub Platform. This
enables the Ace to command a
premium, being sold at a higher
price point than previous models.
Ace Stain Free
India
Launched this Year
Power Cool Zone
This integrated compartment in
the refrigerator keeps a bottle of
water chilled during power
outages.
“In the Works”
Power Cut Cool
Leveraging the need for cooling
solutions around power
outages, India is developing a
removable product for the
refrigerator made of a thermos-
like material that will keep a
chilled bottle chilled for up to
twelve hours.
The concept is currently being
tested with users to determine,
among other things, target
market willingness to pay and
trade-off preferences.
Launched on GenY platform, 200K+
units with this feature have sold.
FY ‘13-’14 and beyond, the feature
will cascade down to the entire entry
level DC line-up in India (0.5Mn+
units targeted).
Launched this Year
High Definition Sensorial: The
Royale Range of Refrigerators
Providing stunning and
immediate sales floor impact,
these high definition, 3-D door
finishes and internal graphics
meet an emerging consumer
preference for sensorial appeal
and aesthetics.
Currently in the market, each
“high-def” product contributes
3-4% higher gross margin than
the typical model.

Top Initiatives
Armstrong II, featured in the
opening pages of this report, was
China’s breakthrough initiative.
Launched in October 2013, the
project leveraged all phases of the
innovation process.
In Refrigeration, China Style: Side-
by-Side Aesthetic Innovation
explored new ways the SxS could be
designed to celebrate Chinese
culture. And Icebreaker, a multi-
door project, looks at new
configurations.
In a series of Deep Dive Consumer
Workshops, the team is ideating
around new-to-the-market
configurations and features
specifically targeting the Chinese
lifestyle, as well as generating
insights that can be applied
across platforms.
Work to-date has included twenty
in-home visits to understand users’
unmet needs relating to food
management and preservation.
At subsequent workshops, the team
collected over 500 fresh ideas and
eventually fleshed out 9 innovative
concepts for further development.
The China Style series drew
inspiration from various elements
of Chinese culture as a means of
differentiating our products in the
market and connecting with our
target consumer. Each model in the
series features unique patterns and
handle configurations.
The Beijing Opera Model celebrates
the Chinese Arts with stunning glass
panel doors and glass handle
design. The two Jade Ring models
followed shortly after and feature
two new unique patterns that
represent luck and fortune to
Chinese consumers.
Tina Zhang
General Manager,
Marketing and Product Business
David Hong
Innovation Lead and Fabric Care Director
left:
Beijing Opera Model
Exterior and Interior
with tower lighting
far left:
Jade Ring concepts
China OpenInnovation
Enrica Monticelli
Sr. Manager, Open Innovation and
External Funding – Advanced
Development
and Cross Categories
2013 team and contributors:
Paola Aresi
OI& EF coordinator
Andrea Gasparoni
OI&EF Project Engineer
Cristina Castiglioni
OI&EF People programs coordinator
Gabriele Colombo
PhD– Politecnico of Milan, Assistant
Professor
Key Initiatives
Enrica Monticelli and ADXC
(Advanced and Cross Category)
team continues to drive thought
leadership on Open Innovation on
specific technology initiatives.
The topic is of relevance in the
world and Whirlpool is no
exception. While Open Innovation
is not a formalized and broad
initiative, innovation teams across
the world continue to practice it
through partnerships with
external entities, collaboration
with suppliers, doing tech
scouting and in other forms. In
the US, the New Business
Creation team’s work with P&G is
a world-class example of Open
Innovation.
Open Innovation is a key
ingredient to innovation success
and part of Whirlpool’s toolkit
and capability.
University Partnerships
A successful example of driving
innovation through university
partnerships is the recently
established strategic collaboration
with Politecnico de Milano. This
on-going relationship yielded 16
projects in 2013 in which the
Politecnico is deepening the
technical knowledge necessary to
deliver product leadership on key
Whirlpool projects—across all the
product categories .
Based on this, a Global University
strategy to strengheten the eco-
system in NAR and Asia has been
outlined and will be operational
in 2014.
Crowdsourcing/Tech Scouting
An explosion of services in the
market is proof that this has
value to organizations. In 2013
Enrica Monticelli’s team
assessed a couple of
opportunities for Whirlpool,
making a recommendation to
move forward with a vendor.
This gave us the opportunity to
better understand some of
these services and build
capability in the space.

GIobaIlnnovation
Moises Norena
Global Director of Innovation
Suzanne Berberet
Manager, Global Innovation
Luiz Cunha
Senior Manager, Global Innovation
Kavita Khatri
Senior Manager, Global Innovation
Inga Matukhina
Manager, Global Innovation
Greg Weigand
Senior Manager, Global PMR
Top Initiatives
During 2013, the global team
supported most regions in key
innovation projects in addition to
continuing the proliferation of the
innovation playbook and the
addition of new, more tactical tools
to our toolkit. In addition, the team
experimented with the incubation
of the Natural Gas Vehicle (NGV)
initiative. As thought leaders in
innovation, the team participated in
and won the Harvard Business
Review/McKinsey Innovating
Innovation Challenge. On another
front, the Global Innovation team
supported Corporate
Communications effort to increase
share-of-voice resulting in the
creation of the Global News Room.
Key Learnings
We’ve learned a lot in 2013
 Having seen many innovation
processes and approaches out there,
we believe we have a top-notch
process and it is up to us to extract
value from it.
 Our innovation teams are finding
new ways to engage business teams
as time and business demands
increase–lighter, more practical and
visually appealing approaches help.
 The innovation process is a common
language as we learned during our
work with the China team.
• Shelving a project can be as
important as continuing it, as was
the case with the Natural Gas Home
Refueling project. Although it was
disruptive, we determined the
initiative is not financially compelling
at this time.
New This Year
We have added a couple of tools
that support aspects of the
innovation process in a more
tactical and spontaneous way.
Both Innovation on-line Games
and KiIn’s IdeaKeg fit within our
framework but allow teams to
work more independently and do
a bit less preparation for their
workshops. This is no substitute
for our innovation process but a
good complement to it. We also
looked into new approaches for
scoping projects and driving
workshops in collaboration with
?Whatif!.
Assessing
the success
criteria for a
workshop
activity
China Innovation and Product
Leadership
As with the Armstrong II project,
Global Innovation and the China
team are applying the Triple
Diamond process to deep dive into
the Chinese consumers’ needs and
preferences to develop new
opportunities. This project is proving
that having a common “Innovation
language” makes meaningful
collaboration possible even when
there are multiple languages spoken
in the room.
Consumer Relevant Cost Reduction
This new Innovation application was
initially applied on the Tesla cooking
project. More recently, it is being
used in Refrigeration, a project still
in progress. Using the innovation
framework and some newly
developed tools, Innovation and
business teams work together to
drive dramatic cost reduction. This
approach is being documented
since it has proven to be an
effective means to tackle cost
challenges while maintaining or
improving upon customer
relevance.
Capability Building
The playbook that was created
during the Innovation Turbo Charge
and improved by the LAR team is
now fully available. A full 3.5 days
training has been developed and its
first introduction will be executed in
India in Feb 2014. This includes new
and fresh materials based on the
graphics from LAR and makes the
training highly energetic and
interactive.
A series of webinars on a variety of
tools and techniques has been
created; this database provides a
solid expansion of innovation tools
and principles for those people who
already have innovation
fundamentals.

GIobaIlnnovation,continued
Whirlpool Creatives
Whirlpool Creatives is an
association of employees who
appreciate creativity and the arts.
“The Arts” is used broadly here,
including but not limited to,
design, painting, sculpture, music,
video, writing and recipe creation.
Many of the members produce
personal works in their time away
from Whirlpool.
As the entity that established this
organization, Global Innovation
has played an essential role in it’s
growth. The organization has
been designed to strengthen the
fabric of Whirlpool Corporation by
promoting cross-category
interaction while providing an
attractive and fertile environment
for sharing creative ideas and
techniques. Promoting a global
culture of creativity & innovation, the
group fosters creative and technical
excellence here at Whirlpool and in
our respective communities.
With the support of Global Innovation,
Whirlpool Creatives has made
tremendous progress this year. A
leadership team has volunteered their
time, membership increased to two
hundred and a newsletter called
Creative Bits has received accolades.
Additionally, members launched a
global website:
creatives.whirlpool.com.
This includes an online gallery
called FOLIO with member works.
Submissions are organized by type:
 Art 2D, Painting and Drawing
 Art 3D, Sculptural Work
 Craft
 Creative Writing
 Culinary
 Design
 Music
 Performance
 Photography
 Poetry
 Scrapbooking
 Technology
 Video/film
Enjoy the site. And if you make
artwork, take part by posting.
Creatives gathering
Right: Montage from
the Whirlpool Creatives Website, FOLIO
Tab
creatives.whirlpool.com
Creatives developed the visual language
of the Strategic Architecture Commutations
Creatives e-newsletter, Creative Bits

We continue to consistently and
rigorously measure innovation. This has
proven to be something many
companies aspire to be able to do.
While at times it can be difficult to keep
up with all these numbers and see their
value as we drive our
day-to-day, it is something that makes
our innovation meaningful and tangible
to investors and employees.
Metrics

CertifiedInnovationMentor
Module 3
Leading the Innovation imperative
Students will develop the acumen to
design, communicate and execute an
innovation management system that
satisfies the needs of the organizational
and long-term strategies in a scalable
and sustainable way making innovation
not an initiative but part of the fabric of
organizations
Program Structure
Module 2
Applying Innovation
Students will gain the necessary
knowledge to generate innovative
ideas and the deep understanding
essential to identify, assess and apply
the principles, tools and processes that
facilitate their generation and
conversion into successful innovation
solutions
Module 1
The business case of Innovation
Students will recognize
opportunities for starting,
improving or scaling the innovation
effort. Students will leave with
insights and elements to define or
improve innovation in an
organization as a source of
competitive advantage
Intersession Blocks
Participate in webinars that have been recorded by 20+
of the most renowned experts in the field with topics
that range from Innovation strategies to tactical
ideation tools to generating consumer insights.
Projects
Students will complete two projects: a team project
for a non-profit organization and a project for their
own company. Faculty and peers will assist in
making each project a great innovation
Innovation is essential for organizations to achieve differentiation and growth. Unlike
established competencies such as finance, acquiring it is difficult in a fragmented and
inundated market. The program is comprehensive, neutral and rigorous: providing the
individual the unique and sought-after acumen and recognition to become an innovation
catalyst for the organization.
Many companies around the world
are trying to figure innovation out,
Whirlpool is ahead of the curve. Our
15+ years of experience have
attracted renowned institutions and
innovation thinkers. We are taking
our knowledge and experience to
new heights by partnering with
University of Notre Dame’s
Mendoza School of Business and
Memorial Hospital of South Bend’s
Innovation Center in the creation of
the world’s first innovation
certification program that combines
academy and industry. The pilot
program is underway and will be
finished in May – this program will
help us prepare new innovation
leaders at Whirlpool and many of its
components will benefit generations
of innovators in our company.
Moisés Noreña
“I am excited to see this, it is
really needed in the market.”
Former Chief Learning
Officer at Xerox and Motorola
Program (CIMp )
Faculty
Our program is designed and
taught by Nancy Tennant and
Moises Norena accompanied by
Notre Dame Faculty and some of
the most renowned figures in the
innovation space including Gary
Hamel, Peter Skarzynksi and The
Tom Peter’s Company among
others. Some of the most
prominent innovation firms like
ITC, ?Whatif!, KILN, Strategos,
Clearworks have also partnered to
share some of their secrets.
Participants
In addition to Whirlpool, the pilot
program has innovation leaders
from Dell, John Deere, Bobcat,
Exelon, Saint-Gobain, YMCA,
Sonoco, Cardinal Health,
Johnsonville and Washington Penn
Plastics.
What’s in it for Whirlpool?
This pilot program will finish in
May 2014 and all the webinars
and modules will be finalized by
then. The content developed is a
wealth of innovation knowledge.
We plan to extract maximum value
for Whirlpool in the following
ways:
1. Securing seats for Whirlpool in
each session, a candidate
selection model will be
developed
2. Offering key elements of the
program to groups at
Whirlpool, like will be done in
February for the India team
3. By bringing the whole program
to key Global Whirlpool
locations in partnership with
local institutes (in progress)
TM
“Our partnership with Whirlpool's innovation
network and their thought leaders has been
instrumental in creating this new program.”
– Roger D Huang, Dean and Professor
Mendoza College of Business,
University of Notre Dame
“This groundbreaking initiative builds on Whirlpool’s long legacy of
embedding innovation as a core competency. Whirlpool’s strong and
forward-leaning executive leadership has fostered the creation of a truly
unique and impactful curriculum for those seeking advanced learning and
expertise. Whirlpool Corporation is a remarkable partner in pioneering an
expert-level leadership Innovation program in partnership with Beacon's
Memorial Hospital of South Bend.”
– Phil Newbold, CEO Beacon Health System

Nations Sized by Populationworldmapper.org © Copyright Sasi Group (University of Sheffield) and Mark Newman (University of Michigan)
While maps typically show nations
by land mass, this map instead
distorts nations’ sizes to reflect
population. The Western
Hemisphere is, for the most part,
recognizable. However the
representations of India, China,
Russia and Australia are
dramatically different than a typical
map.
What opportunities do these
changing demographics represent
for Whirlpool, as a global
corporation?
How will the lifestyles of individuals
in more densely populated India
and China differ from those of
peoples in more sparsely populated
countries? How will our lifestyle
solutions and businesses be shaped
by these demographics?
Will this influence how and where
we manufacture, license, and
source products as well?

2013 Whirlpool Corporation Innovation Report

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

En vedette

En vedette (6)

Similaire à 2013 Whirlpool Corporation Innovation Report

Similaire à 2013 Whirlpool Corporation Innovation Report (20)

Plus de Own Company

Plus de Own Company (12)

Dernier

Dernier (20)

2013 Whirlpool Corporation Innovation Report