This document discusses optimizing innovation practices to improve success. It identifies key decisions in the innovation lifecycle like portfolio prioritization and project funding. It also lists common challenges companies face around issues like meeting demand, fueling ideas, and planning for changing environments. The document then describes how one $20B company transformed its front end innovation by applying best practices. These practices enabled cross-functional decision making, increased the value of its innovation portfolio by 75% within 3 years, and reduced time to market. It concludes by noting the key is applying best practices in enterprise innovation performance and cross-functional decision making to define and manage innovation investments in order to increase success rates and value while decreasing time to market.
Call Girls In Sikandarpur Gurgaon ❤️8860477959_Russian 100% Genuine Escorts I...
Grow & Prosper: Are Your Innovation Practices Inhibiting Success?
1. Grow & Prosper:
Are Your Innovation Practices
Inhibiting Success?
Jim Conroy
Vice President EMEA
2. Key Decisions through the
Innovation Lifecycle
“How do we
optimize our
portfolio for
achieving our
performance
goals?”
“Should this new
idea/concept
become a
development
initiative/project?”
“Which strategies
(segments, brand,
product lines,
platforms) should
we prioritize to
achieve our
objectives?”
“Should this
initiative/project
get funds/resources
to move to the next
stage?”
3. Meet Industry Challenges with
Innovation Practices
“How do we reduce risk of prestige
brands in a difficult economy?”
How do we structure our
portfolio to deal with
seasonal fluctuations?
“How do I meet consumer demand
for sustainable and natural
ingredients?”
“How do we fuel a constant stream of
good ideas?”
“How can innovation drive new
categories & brands”
“How do we plan strategically when
consumer needs are constantly changing?”
“How do we plan to meet our near &
long-term growth objectives?”
“How can we effectively plan to
consider changing regulations?”
“How can we shorten development
times to be first to market?”
“How do we build regulations & consumer
testing into the NPD process?”
“How can we collaborate effectively across
global & cross-functional teams?
“Can we execute efficiently to meet
buyer deadlines & reduce chaos?”
4. Transforming the Front End of Innovation…
$20B+ Personal Care Company
•Halfway to doubling number of $1B+
brands
•Increased value of innovation portfolio by
75% within 3 years
•Insight into the innovation lifecycle
•Able to compare in-market results against
research projections
•Analytics into successes & failures
Results
“Accolade Idea Lab works very,
very well. You have real time input
from more people engaged
around the globe where time
differences make it really hard to
brainstorm, and it saves a lot of
time and travel money as you use
the tool for this purpose.”
Director of Global Innovation
•Not enough ideas to fuel growth
objectives
•No systematic approach to developing the
front end
•Lack of consumer and customer insights
•No ability to analyze in-market successes
Challenges
5. The Key is Applying Best Practices in...
Enterprise Innovation Performance
Corporate
Strategic Plans
PDM SCM MRP CRM ERP
Enabling Cross-Functional
Decision-Making to Define
and Manage Innovation
Investments
Corporate
Strategic Plans
Innovative
Products &
Initiatives
Sustainable,
Profitable
Revenue
Growth
Enabling Cross-Functional
Decision-Making to Define
and Manage Innovation
Investments
Success Rate = ~50-55%
Value = +75%-100%
~75-85%
Time to Market = -15-30%
Execution Activities
R&D Supply Chain Production Sales/Mktg Finance
PDM SCM MRP CRM ERP
Enterprise
Innovation
Performance
Corporate
Strategic Plans
7. Any Questions?
Jim Conroy
VP EMEA
jim.conroy@sopheon.com
Jeff Gomes
Business Development Director
jeff.gomes@sopheon.com
Notes de l'éditeur
We have seen many customers investing untold fortunes in strategies and technologies, but we have also seen them not reaching their growth and revenue goals because their underlying practices and processes are actually undermining their success. Over the years our customers have learned from us, but we have also learned from them. We have identified four key business decisions relating to the innovation lifecycle, and a number of practices which we believe can support the decision-making around these.
These key decisions can be broken down into more detailed questions about how to tackle the specific industry challenges.Innovation planning – read questionsIdea/concept development – read questionsProcess management – read questionsPortfolio optimization – read questionsI’d like to highlight one use case, around transforming the front end.
As I mentioned before, we have come up with a series of 8 leading practices which have proven successful in achieving measurable improvements in innovation performance:Maintaining “enough” ideas as well as “good enough” ideas at the front end for a high-value development funnelAccelerating time-to-market and meeting targeted product launch goalsAdapting portfolios quickly to respond to changing trends and consumer needsImproving new product investment decision-making to focus resources on the highest value brand innovations and to contain riskOur goal in being here over the next two days is to share these with you. Stop by our table in the refreshments area to request a poster, which summarizes these practices, or feel free to chat to my colleague Jeff Gomes or myself during the breaks about some of your particular innovation challenges. Thank you ladies and gentleman for your attention.
Thank you ladies and gentleman for your attention. Are there any questions?