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Innovation organisation – ISE – Health

Customer: 
A Japanese group, the medical arm of which is a major stakeholder in haematological diagnostic instruments
Mission: 
Establishment of a new innovation management system
Customer scope: 

Corporate management, Innovation management, management of the company’s five BUs

Efficient Innovation team: 

2 consultants on a 6-month mission

Previous experience in terms of innovation had failed and had demonstrated the limits, and even the dangers, of the previous methods of functioning. The corporate management of the company’s Health business decided to restructure the company, creating an Innovation division tasked with transforming the company and its practices to carry out new innovation projects efficiently and successfully. Our mission was to support the creation of this division in terms of strategy, organisation and the first pilot projects.

Mission method: 

As this was a matter of creating a new Innovation division, we introduced our methods and rich experience progressively to the new team, most of whom came from Research and Development, as well as from Product Marketing.

The first phase consisted of co-building the foundations of the new innovation management system with them, taking care to properly position it in relation to the company’s existing processes. 

Successively, we addressed the issues of the definition and the place of innovation in the medical segment, the main roles and missions of the new division, its interactions with the other key business activities (R&D, Marketing, Operations, Sales, Services, Finance, Legal), and the new methods of governance to be implemented.

This initial work was widely presented to other division managements to set out the new approaches, but first and foremost because their contribution was required for the innovation projects.

We were then able to get the new organisation working on the first pilot projects. The first dealt with the need for major innovation on a key product range in the medium term. The second concerned issues of management of a laboratory and resulted in the implementation of a software solution and new services.

These pilot projects enabled the members of the Innovation division to be trained and a broad panel of players both internal and external to the company to be involved. 

Mission outcome 
  • An innovation management system was set up in the company and shared by numerous players (over 50 people, from managers to contributors)
  • The first deliverables in the shape of innovative offerings were produced by the pilot projects
  • The Innovation division team was trained to manage the next projects
Indirect mission outcome 
  • Genuine evolution in the understanding and processing of innovation. Initially highly technical and highly scientific for all the players, innovation is now a matter for the entire company, with projects combining products, processes and services, and new business in which “visible differences and high added value” are being sought.