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Driving Innovation Process Effectiveness
How to overcome challenges in the execution & adoption of NPD
processes
Featuring...
Strategy OfficeInnovation
Initiative
About Our Facilitators
Bryan Seyfarth, Ph.D., Director of Consumer Goods, Sopheon
Bry...
Welcome to the
Consumer Goods Innovation Exchange
• Virtual series featuring knowledge-
sharing, storytelling & discussion...
Bringing Together Industry & Role Peers
Consumer
Goods Leaders
Innovation
Professionals
NPD Process
Owners
Presenters
Audi...
Series Origin & Expectations
• Recurring challenges and experiences across the industry
• NPD process defined in theory bu...
Strategy OfficeInnovation
Initiative
Survey Question:
Does your organization have a well-defined innovation
& new product ...
Strategy OfficeInnovation
Initiative
Survey Question:
What part of the innovation and NPD lifecycle
does your organization...
Strategy OfficeInnovation
Initiative
About Our Presenters
1 p.m. CDT Webinar
Tim Beattie, J.M. Smucker Company
Director of...
Our Company
A Review of our Heritage, Values, Principles, Growth and
Innovation process experience
Company Heritage
• Founded in 1897 by
Jerome M. Smucker
• Headquartered in
Orrville, Ohio
• Leading North
American brands
...
Our Purpose
“Helping to Bring Families Together to
Share Memorable Meals and Moments”
Transformation Through
Acquisitions
2007
Calendar Years
2002
2004
2006
2008
2011
2012 2013
Transformational Growth
Net Sales in Billions
$0.7
$1.4
$2.2
$2.5
$4.6
$5.9
FY02 FY04 FY06 FY08 FY10 FY13
Business Segments – Our Brands
U.S. Retail
Coffee
U.S. Retail
Consumer
Foods
International, F
oodservice,&
Natural Foods
Our Innovation process Journey
• 6+ year journey to implement Stage Gate
– Gained alignment & Implemented our Stage Gate p...
Our Innovation Model
“Innovation Launch Process”
Early Experiences
Challenges:
• Getting each business to accept process & discipline –
seeing the need
• Business leaders ...
Our Automation
Implementation Plan
• One process for all business units
• Build our current process into Accolade
• Minimi...
Automation Principles
• Process governance is critical
• Clearly defined work processes are key
• How people say they do t...
Benefits of the process
you don’t think about
• Provides roadmap for employees
• Structure within reason is helpful
• Teac...
Status & Whats Next
• It is 7 months after system Go-Live
• Scrub the data – insure it is correct
• Use the data – Portfol...
Principles
• The simpler the better – don’t over
complicate things
• The system should not control people – it
should help...
Kimberly-Clark – Confidential
Consumer Goods Innovation Exchange
Series
24
Kimberly-Clark – Confidential
About Us
• Location: Dallas, TX – World Headquarters
• Sales: $21.1B
• History:
– Founded in...
Kimberly-Clark – Confidential
“KCNA Consumer Innovation Journey”
26
2004
Re-launch Stage
Gate Process
KCNA Consumer
2010
C...
Kimberly-Clark – Confidential
Three main components in our Innovation Process:
Front End
of Innovation
Stage Gate Closed l...
Kimberly-Clark – Confidential
Rolling Three-Year Net Sales from Innovation
2010
Actual
2011
Actual
2012
Actual
2013
Actual...
Kimberly-Clark – Confidential
Successes/Leading Practices
Driving Innovation Process Efficiency
How to overcome challenges...
Kimberly-Clark – Confidential
Challenges
Driving Innovation Process Efficiency
How to overcome challenges in the execution...
Kimberly-Clark – Confidential
Closing Thoughts
One size
does not
fit all
Different
Capabilities
Different
Needs
Freedom wi...
“Crowd-sourced” Q&A
KEY THEMES
• How to Achieve a Truly Cross-Functional Process?
• How to Leverage Process Strengths/Over...
Events in the Series
Driving Innovation Process
Effectiveness
How to overcome challenges in the execution
& adoption of NP...
scott.siegel@kalypso.com
www.kalypso.com
US: 1-216-378-4290
Europe: +31-651-186-191
bryan.seyfarth@sopheon.com
www.sopheon...
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Driving Innovation Process Effectiveness – How to overcome challenges in the execution & adoption of NPD processes as presented by Kimberly Clark and PepsiCo

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Consumer goods organizations face an increasingly competitive landscape – dynamically changing trends, nimble start-ups and the expansion of store brands to name a few. Getting the right products to market efficiently and establishing competitive differentiation through bigger, better products is more important than ever. Most organizations have a defined NPD process that in theory should help produce winning products in-market, but in practice falls well short.

This discrepancy often comes from challenges not with the process itself, but rather its execution and adoption by the organization. During this interactive event you will hear from your consumer goods industry and functional peers who will discuss some of the leading practices that have proven effective in overcoming these challenges. These Innovation Process Owners will share real-life stories from leading consumer goods companies in an open dialogue that attendees can actively understand, engage and learn from.

Learn:

• How your peers at Kimberly Clark and PepsiCo addressed NPD Process execution and adoption challenges
• The top Successes they achieved at their organizations and why
• What they would have done differently in introducing or implementing their NPD process

To view this webinar in its full form, please visit http://budurl.com/x79r

Veröffentlicht in: Business
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Driving Innovation Process Effectiveness – How to overcome challenges in the execution & adoption of NPD processes as presented by Kimberly Clark and PepsiCo

  1. 1. Driving Innovation Process Effectiveness How to overcome challenges in the execution & adoption of NPD processes Featuring speakers from Interact with us throughout today’s session #InnovX
  2. 2. Strategy OfficeInnovation Initiative About Our Facilitators 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. 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.
  3. 3. Welcome to the Consumer Goods Innovation Exchange • Virtual series featuring knowledge- sharing, storytelling & discussion with innovation experts and 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
  4. 4. Bringing Together Industry & Role Peers Consumer Goods Leaders Innovation Professionals NPD Process Owners Presenters Audience
  5. 5. Series Origin & Expectations • Recurring challenges and experiences across the industry • NPD process defined in theory but falls short in practice • Executive Summits and Software User Groups but no equivalent peer forum Build the Community New Resources ONE Idea or Improveme nt
  6. 6. Strategy OfficeInnovation Initiative Survey Question: Does your organization have a well-defined innovation & new product development (NPD) process? Crowdsourcing the Discussion Yes, Our process is well-defined and adopted Yes, Our process is well-defined but adhered to loosely. Yes, Our process is broadly defined but lacks specifics. No, we are in the process of defining our NPD process. 24% 38% 31% 7%
  7. 7. Strategy OfficeInnovation Initiative Survey Question: What part of the innovation and NPD lifecycle does your organization struggle with the most? Crowdsourcing the Discussion Strategic Innovation Planning Ideation & Concept Development Process Management Portfolio Optimization Other 28% 17% 31% 14% 10%
  8. 8. Strategy OfficeInnovation Initiative About Our Presenters 1 p.m. CDT Webinar Tim Beattie, J.M. Smucker Company Director of R&D, Innovation Process, Consumer SBA Brian Vogt, Kimberly-Clark Global Process Owner, Corporate Innovation Team
  9. 9. Our Company A Review of our Heritage, Values, Principles, Growth and Innovation process experience
  10. 10. Company Heritage • Founded in 1897 by Jerome M. Smucker • Headquartered in Orrville, Ohio • Leading North American brands • Five generations of family management • Commitment to quality and consumer trust
  11. 11. Our Purpose “Helping to Bring Families Together to Share Memorable Meals and Moments”
  12. 12. Transformation Through Acquisitions 2007 Calendar Years 2002 2004 2006 2008 2011 2012 2013
  13. 13. Transformational Growth Net Sales in Billions $0.7 $1.4 $2.2 $2.5 $4.6 $5.9 FY02 FY04 FY06 FY08 FY10 FY13
  14. 14. Business Segments – Our Brands U.S. Retail Coffee U.S. Retail Consumer Foods International, F oodservice,& Natural Foods
  15. 15. Our Innovation process Journey • 6+ year journey to implement Stage Gate – Gained alignment & Implemented our Stage Gate process in every business unit – Manual system using Excel & Power Point templates • Sara Lee Coffee acquisition put us over the top – Created a need for better tools • Mgmt. needed Portfolio mgmt. tools to make prioritization decisions • Increased focus on innovation vs. acquisition
  16. 16. Our Innovation Model “Innovation Launch Process”
  17. 17. Early Experiences Challenges: • Getting each business to accept process & discipline – seeing the need • Business leaders saw process as limiting their flexibility & creating bureaucracy • Short term focus Positives: • Project leaders saw process as helpful – gave them access to leaders feedback • Process provided structure
  18. 18. Our Automation Implementation Plan • One process for all business units • Build our current process into Accolade • Minimize structured workflow • Simplify the work we do today • 20 week implementation – start to go live • We do not have a program management team – Community of Practice (COP)
  19. 19. Automation Principles • Process governance is critical • Clearly defined work processes are key • How people say they do things and how they do can be very different • Its hard to predict the thoughts and logic people will apply to the system • Be prepared to train & re-train & re-train • A Logical work flow doesn’t always translate to the way work is done.
  20. 20. Benefits of the process you don’t think about • Provides roadmap for employees • Structure within reason is helpful • Teaches people bigger picture view • Teaches Cross functional impact & awareness • Gate reviews give team opportunity to get in front of Leadership – Big development opportunity • Develops your future leaders
  21. 21. Status & Whats Next • It is 7 months after system Go-Live • Scrub the data – insure it is correct • Use the data – Portfolio mgmt. • Optimize what we have • Feedback overall is positive • Leadership is using the data to set priorities
  22. 22. Principles • The simpler the better – don’t over complicate things • The system should not control people – it should help them • Gate Reviews: Focus on the information Leadership needs to make good decisions – don’t complicate with extraneous info.
  23. 23. Kimberly-Clark – Confidential Consumer Goods Innovation Exchange Series 24
  24. 24. Kimberly-Clark – Confidential About Us • 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 25 Well-Known Global Brands Our Vision “Lead the world in essentials for a better life”
  25. 25. Kimberly-Clark – Confidential “KCNA Consumer Innovation Journey” 26 2004 Re-launch Stage Gate Process KCNA Consumer 2010 Check and Adjust of Process 2012 Global Process Launched 2014 Beyond – Local Processes Outside of NA
  26. 26. Kimberly-Clark – Confidential Three main components in our Innovation Process: Front End of Innovation Stage Gate Closed loop learning, based on in-market results Post Launch Evaluation & Annual Analysis New Category Other Innovation Domain Expansion Projects Innovation Processes
  27. 27. Kimberly-Clark – Confidential Rolling Three-Year Net Sales from Innovation 2010 Actual 2011 Actual 2012 Actual 2013 Actual $MM 2014 Forecast 2015 Enterprise Goal Business Results – Current plans give confidence we can achieve our goals
  28. 28. Kimberly-Clark – Confidential Successes/Leading Practices Driving Innovation Process Efficiency How to overcome challenges in the execution & adoption of NPD processes 29 Leading Practice How Implemented 1 Local process owners – Provide support for the teams • Convinced businesses that roles were crucial • Created a Global Network 2 Continuous Learning • Assess the in-market/executional performance of each project • Annual results analysis performed 3 Right Sizing of the Process • We designed the local process with the regions involved • Right balance of structured entrepreneurship to meet business goals
  29. 29. Kimberly-Clark – Confidential Challenges Driving Innovation Process Efficiency How to overcome challenges in the execution & adoption of NPD processes 30 Challenge How Addressed 1 Stakeholder Management • Identified the local market key challenges and designed the process to address their needs 2 Process Sustainability • Getting the local process owners in place • Developing leader standard work • Example: Cellphone app
  30. 30. Kimberly-Clark – Confidential Closing Thoughts One size does not fit all Different Capabilities Different Needs Freedom within a Framework Local Ownership Listening is Key
  31. 31. “Crowd-sourced” Q&A KEY THEMES • How to Achieve a Truly Cross-Functional Process? • How to Leverage Process Strengths/Overcome Weaknesses? • How to Conduct Training/Change Management? • How Do You Create Incentives for Adoption? • How to Apply the Right Process to the Right Projects? • How to Manage Process Changes/Continuous Improvement? • What Are Best-practices for Process Post-launch?
  32. 32. 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/innovation x • Register for upcoming events • Watch for content • Access onDemand
  33. 33. scott.siegel@kalypso.com www.kalypso.com US: 1-216-378-4290 Europe: +31-651-186-191 bryan.seyfarth@sopheon.com www.sopheon.com US: 1-952-851-7500 Europe: +44 (0) 1483 685 735 Thank You! Feel free to address any follow-up questions to:

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