The Bathwater not the Baby
Internal analysis to create a customized innovation process
Media & Consumer electronics | Innovation Audit
Situation
A multinational media company recognized the potential to improve their innovation process, but wanted to do this in a way, which was an extension and not a disruption of the current practices, leading to some success. To help develop processes that would get beyond EBIT-thinking, the company asked ReD Associates for an Innovation audit of its New Product Development processes.
Approach
The investigating teams consisted of an equal number of consultants from ReD Associates and people from the client’s development team. This allowed the group to benefit both from the development team’s deep understanding of the organisation and from the consultants’ willingness to ask uncomfortable questions and pose challenges. To understand the range of innovation practices, people from eight business units in different countries were interviewed.
Outcome
Ten key findings emerged across business units, countries and employment levels, and for each finding the team developed an operational recommendation. Recommendations ranged from how to go about developing a more risk-taking culture to how to expand concept development from solely products to platform offerings. The team also developed a best-practice “star gate” for how to choose the right ideas. The recommendations came together into the innovation strategy currently in use.
A multinational media company recognized the potential to improve their innovation process, but wanted to do this in a way, which was an extension and not a disruption of the current practices, leading to some success. To help develop processes that would get beyond EBIT-thinking, the company asked ReD Associates for an Innovation audit of its New Product Development processes.
Approach
The investigating teams consisted of an equal number of consultants from ReD Associates and people from the client’s development team. This allowed the group to benefit both from the development team’s deep understanding of the organisation and from the consultants’ willingness to ask uncomfortable questions and pose challenges. To understand the range of innovation practices, people from eight business units in different countries were interviewed.
Outcome
Ten key findings emerged across business units, countries and employment levels, and for each finding the team developed an operational recommendation. Recommendations ranged from how to go about developing a more risk-taking culture to how to expand concept development from solely products to platform offerings. The team also developed a best-practice “star gate” for how to choose the right ideas. The recommendations came together into the innovation strategy currently in use.
