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Corporate Management, Strategic Marketing Management, R&D Management, Marketing departments of 12 countries, Supply Chain, etc.
3 consultants on a 6-month mission
In the face of the technological advances made by companies external to the current market – Google (Google Glass), 3M (filters), start-ups raising millions of dollars for active vision system concepts – the corporate management needed to build an Innovation Roadmap for the period 2015-2020 defining the innovative offerings to put onto the market during that period.
The customer had numerous scientific, technical, forward-looking and “disruptive” teams, but had not given any thought to a global, shared approach to defining and prioritising innovation, or to an innovation action plan, in these new, ambitious areas which were at some remove from its current business model.
The principal difficulty lay in helping the very numerous initiatives, expectations and opportunities in this new field of innovation to emerge, be shared and prioritised to a very tight deadline, as we had under three months to present an initial roadmap to the executive committee.
This is why we used our special “Innovation Specification – Innovation Pitch” approach, based on design thinking principles, to focus energies on the search for innovative proposals delivering visible differences with high value added.
We created work groups made up of contributors from the strategic market, the markets of different countries on several continents, “disruptive technologies” teams, R&D, the supply chain (Purchasing, Industrialisation, Quality), the Sales teams, etc. – a total of more than 60 people. Using our method, we facilitated workshops on a number of different strategic issues, such as Health, Visual Performance and Acceptance, which resulted in a selection of some fifty proposals for a "beautiful Innovation story", each of which was presented on self-supporting, neutral sheets of identical format.
We were able to conduct these numerous workshops within the allotted time thanks to our efficient project approach and a succession of meetings aimed solely at identifying and valuating the added value potential necessary for the principal stakeholders in the value chain (project leaders, buyers, opticians, laboratories, ophthalmologists, distributors, health systems (state health insurance, mutual health insurance, guardianships), our customer).
This selection of 50 proposals for innovation was presented, selected and prioritised by the members of the executive committee during a 3-hour meeting resulting in the selection of 12 proposals with strong prioritisation for 3 crucial offerings. These choices were made solely by a vote based on the following criteria:
- Are you drawn by the proposed differentiation and added value?
- Is this future offering consistent with the group’s strategic orientation?
- Does it have attractive business potential?
The executive committee’s selection was then structured and communicated in the form of an Innovation Roadmap, which was then set out as a chronological plan of action involving virtually all the group’s business activities as well as numerous external partners (lab, start-up, industrial partners). This roadmap was greatly appreciated by the different teams as it set the course and targets and paved the way for genuine collaboration between the different contributors.
- An Innovation Roadmap developed by means of multidisciplinary collaboration, endorsed by the executive committee and followed since then
- An efficient approach to channelling and structuring innovation opportunities was submitted to the customer’s teams
- Innovations arriving on the market in 2015: “corporate announcement” derived from the roadmap developed in 2011