Growth through globalization is a part of nearly every organization’s strategy and ambition today. Many companies have already embarked on a global innovation strategy – but as they look to mature and refine their efforts, they’ve likely discovered that innovating globally comes with a distinct set of challenges. As companies turn to the global market as a driver for growth and competitive advantage, there is a significant change in how and where companies need to innovate. How do you make innovation strategy and processes structured, yet remain adaptable to the unique needs of markets and regions? How do you bring together knowledge that is globally dispersed and capture regional insights to infuse that knowledge into the innovation process? Furthermore, how can you support collaboration and visibility throughout the organization on a global scale?
During this interactive event, you will hear real-life stories from two different peers in leading consumer goods organizations as they share information about their initiatives, the challenges they’ve encountered and the practices that helped them succeed.
During this session, you will learn:
• How consumer goods leaders like PepsiCo and Kimberly Clark transformed business globally;
• The practices that helped drive success; and
• Key learnings from the journey – the hurdles they encountered, and what they might have done differently.
To view this webinar in its entirety, please visit: http://budurl.com/22r5
Making Innovation Global – How to Support Standard Innovation and NPD Processes Across the Organization Presented By PepsiCo and Kimberly Clark
1. Making Innovation Global
How to Support Standard Innovation and NPD Processes Across the
Organization
Featuring speakers from
Interact with us throughout today’s session
#InnovX
2. Strategy OfficeInnovation
Initiative
About Our Facilitators
Scott Siegel, Senior Manager, Kalypso
Scott is a senior manager specializing in innovation strategy, global
design and implementation of new product development and portfolio
processes. He brings over 15 years of product management and
product development experience with several leading brands and
companies to Kalypso's clients.
Bryan Seyfarth, Ph.D., Director of Consumer
Goods, Sopheon
Bryan is the consumer goods segment leader for Sopheon. Bryan
works with consumer goods companies globally to define and
implement innovation best practices to improve new product output and
financial success. His perspectives and analysis have appeared in such
publications as CGT and Retail Leader, and he is a frequent
conference presenter.
3. Welcome to the
Consumer Goods Innovation
Exchange
• Virtual series featuring knowledge-
sharing, storytelling & discussion with innovation
professionals
• Real-life experiences, successes & challenges from
leading consumer goods companies
• Insight into real solutions for approaching and tackling
your biggest innovation and NPD challenges
Innovation in practice, not theory
6. Strategy OfficeInnovation
Initiative
About Our Presenters
Ron Brown, PepsiCo
Senior Director, CIO Global R&D &
Global Nutrition Group
Dr. Barbara Burns, Kimberly -
Clark
Global Phase-Gate Process Owner,
Corporate Innovation Team
9. We are on a journey to transform PepsiCo
2012
• Develop Standard Global
Stage Gate Process
• First Global Stage Gate
• First Global Portfolio
Reviews
2013
• First Global Stage Gate
• Initiate Global
Commercialization Forum
• Roll-out standard process to
Sectors and Regions
• Initiate deployment of
supporting system capability
2014
• Complete global Accolade
roll-out
• Continue to evaluate &
improve process
• Visible Leadership
Commitment
• Communication
• Burning Platform
• Clear Goal
• Global reporting
• Process, Organization and
Capability
• Training
• Why Change
• Process
• Execution
• Rapid Execution
• Defined Governance
• Global SME network
• Engagement
• Reinforce
• Change
• Process
• Discipline
• Celebrate the wins VISIBLY
• Expand the capability
• Set the vision for the future
High-level Plan
How/Why it has worked
10. Our Journey
Going global ! Overcoming the barrier of change
• Sr Leadership commitment
• Global defined process
• Aggressive timeline
Training, rollout, and change management
• Delivered in three parts Why, Process and Tool
• Regional led and owned, centrally facilitated
Localization of Global Processes
• Global governance
• Clear guardrails
• Defined enhancement process
11. Our Journey
Current “global” state – organization structure, global decision-
making processes
• Strategic view, Commitment (market), Execution (near
term)
• Established review processes and set cadence
Strategies for innovation in emerging markets
• Focus on enabling
• Increasing visibility
Technology support for global innovation
• Established a single tool to support the process
• Global reporting and portfolio dashboards
• Active enhancement process
Global “front-end” of innovation
• Next phase of our journey
13. Location: Dallas, TX – World Headquarters
Sales: $21.1B
History:
◦ Founded in 1872 – A Paper and Newsprint Company
◦ Evolved to a Consumer Products Company
◦ K-C has five $1 Billion dollar brands
◦ 57,000 employees worldwide
◦ Operations in 35 countries
◦ Products are sold in more than 175 countries
◦ #1 or #2 position in more than 80 countries
Product Offerings
◦ Tissue products, diapers, wet wipes,
◦ Incontinence products, FemCare products
◦ Sterile wraps, safety products, medical devices
◦ Surgical and infection prevention products
Segments
◦ Baby & Child Care
◦ Adult Care
◦ FemCare
◦ Family Care
◦ K-C Professional
◦ Health Care
◦ Global Nonwovens
13
Well-Known Global Brands
Our Vision
“Lead the world
in essentials
for a better life”
14. 14
2004
Re-launch Stage
Gate Process NA
Consumer
2010
Check and Adjust of
NA Process
2012
Global Process
Launched
2014
Beyond Global –
Local Processes
Outside of NA
15. Global Sectors
Regions Adult Care Baby & Child
Care
Family Care Feminine Care
Asia Pacific
Europe / Middle East
Africa
Latin America
North America
15
Global
Process
Regional
Process
• Global Templates
• Global Standard Work
• Minimum Standard Success
Criteria
• Global Standard Work
• Regional Templates
• Regional Success Criteria
16. Gate 1-
Explore
Gate 2 -
Develop
Gate 3 -
Commercialize
Post Launch
Assessment
Global Project
Global Project R R R
Regional Portion
of Global Project
R
(optional)
R R
Regional Project
Domain
Expansion
R R R R
Line Extension R R R R
Major Product
Improvements
R R R R
Minor Product
Improvements
R R R
Packaging
Upgrade
R R
16
18. One size
does not
fit all
Different
Capabilities
Different
Needs
Freedom within
a Framework
Local Ownership
19. “Crowd-sourced” Q&A
• What are Benefits to ‘Going Global’ with Innovation Process?
• How to Manage Training, Deployment, Change Management?
• To What Degree Should We Allow for Localization?
• What is the Right “Global” Organization Structure?
• What is the Right “Global” Decision-Making Process(es)?
• How to Best Promote Innovation in Emerging Markets?
• How Can Technology Help Enable Global Innovation?
Ron Brown,
PepsiCo
Dr. Barbara Burns, Kimberly
-Clark
20. Events in the Series
Driving Innovation Process
Effectiveness
How to overcome challenges in the execution
& adoption of NPD processes
Thursday, March 20th
Making Innovation Global
How to support standard innovation and NPD
processes across the organization
Thursday, April 24th
Improving Decision-Making in
Gate Meetings
The right data, people and processes to
deliver value
Thursday, May 15th
bit.ly/innovationx
• Register for upcoming
events
• Watch for content
• Access onDemand
Join us in May
SCOTT: The Consumer Goods Innovation Exchange is a recurring Roundtable series of 3 web events this Spring that will feature knowledge-sharing, anecdotes and discussion from a variety of leading consumer packaged goods organizations. Kalypso and Sopheon have teamed up with Innovation leaders from Pepsico, Kimberly Clark, the JM Smucker Company and others to share with you their real-life experiences, challenges and successes of leading the Innovation processes and cross-functional teams at their organizations.Our vision for this series is that we can present firsthand experiences, but then from there, more importantly – through this Series - foster a dialogue and a shared learning environment that will bring you insight into real solutions taken by your consumer goods peers. Many of you face exactly the same external (market) and internal (adoption & execution) Innovation challenges - it is our hope that many of these solutions and ideas can be introduced or adopted at your individual organizations so that you too can overcome some of your innovation challenges to deliver better results in-market.Today’s session is focused on Innovation Process Effectiveness and how to overcome challenges in the execution and adoption of NPD processes.Part 2 of the series will be held in April focusing on ‘Making Innovation Global’ and then finally in May we will wrap up with an engaging 3rd session on ‘Improving Decision-Making in Gate Meetings’Add something else to tie up this slide and move to the next
With over $65 billion in net revenue and approximately 300,000 employees, we are among the largest food-and-beverage companies in the world. PepsiCo is the #1 Food and Beverage company in North AmericaIn Europe, we are #1 in juice, dairy, ready-to-drink tea, and savory snacksIn Russia, we are the market leader in dairyOur foods and beverages are consumed nearly 1 billion times each day nearly every country around the world.PepsiCo is made up of three global businesses – beverages, snacks and nutrition.Twenty-two of the brands in our portfolio – including Pepsi-Cola, Quaker Oats, Tropicana, Lay’s and Gatorade – generate more than $1 billion each in retail sales every year.
Speaker Notes:2004 – Re-launch = Templates and consistency of data Prior to this, each business had their own process, and this initiative was to get everyone on the same playing field with process2004-2010 – We ran the process, but did not really have clear ownership of the process – Process management suffered – Recognized we had gaps2010 – Fix - added a NA process owner to re-align the consumer businesses2012 – Launched our global sectors, developed process to support our global initiatives 2014 – Right sizing the process to win in the local market – One shoe does not fit all – Using the global guiding principles, but scaling to win
Approach with regions – Listening = KeyK-C’s culture of inclusion and collaborationKey to process owners is that they understand what the business do and what their challenges are – if you don’t, you will struggle / more challengingSustainability key – Getting people to own the local process and ownership at the leadership level.As our businesses and markets have different end consumers, our challenge is to define flexible process and data requirements that reflect those different consumer needs but also allow an appropriate level of standardization:Freedom within a Framework: Give each business/market the freedom to collect data that is important for local decision making, but also needed a standard data set to enable corporate reporting on key metrics.Different capabilities: Many of our processes are adapted from North America (most advanced). We must understand that overseas markets will have capability work to do to get to any standards, and we must work with local teams to bridge those gaps.Different needs: Markets and businesses have different needs and constraints that they are solving for; our solutions must provide them local benefit or we will experience adherence challenges.
a series of complimentary resources to provide insight into best practices for approaching and tackling your biggest innovation and NPD challenges.Focus on peers in the consumer goods industry, and will include time for interactive discussion around key topics
a series of complimentary resources to provide insight into best practices for approaching and tackling your biggest innovation and NPD challenges.Focus on peers in the consumer goods industry, and will include time for interactive discussion around key topics