联合利华创新管理.ppt

InnovationProcessManagement(IPM),LouiseTravers,Sothemainobjectivesofthistrainingare.,BriefhistoryandbackgroundofIPMLotusNotesExplainhowtouseIPMITTools(Inoplan)startingaprojectmanagingaprojectinInoplanviewingprojectsinInoplanPostLaunchEvaluationprocedureIPMsupport(network;InfoandURLResourcesAllocatedmustbepartofCategoryResearchProgramme.TargetLaunchDatemustberelevantthroughthelifeoftheprojectFinancialfiguresmustbeinputtedinthedenominationsindicated.TeammembersandGuestmembersmustbeselectedfromtheUnileverNameandAddressbookandnottypedinasfreetext.RISKSCANNING(InitialandRiskQuickScanifneeded).PostLaunchEvaluationafter9-12monthsofthelaunch.,ChecklistforProjectInput,-TryingoutTeamworkyourself,IPM-Live,PostLaunchEvaluation,FunnelStages-Recap.,Theoriginatorprovidessomeconsumerevidenceofmeritandbusinessrelevance,Theconsumerinteresttechnicalandcommercialrobustnessarechecked.,Thebrandmixwillbedeveloped&sourcingarrangementsfinalised,Finetuneallmixelements,pipelinefilling&supportplan,Evaluatemarketperformanceconsumerreactions.,ProjectgoesintoToolbox,PostLaunchEvaluation,DonotproposetheprojectbeforeatleastLEARNINGShavebeentypedin.,1.Thefollowingtwonewsectionstothegatedocumenthavebeenadded:Section13:“TeamLearnings”tocaptureafewshortlearningsonallcompletedprojects:whethertheymakeitasfaraslaunchornot.Section14:“SummaryofPostLaunchEvaluation”fortheheadlinesontheperformanceofthelaunchedprojectinitslocalmarket.Thissectionistobecompletedwithin12monthsoflaunchandisapplicablebothforprojectsrecommendedasRolloutContenders,andforprojectsthathavebeenlesssuccessful(inordertocapturelearningsforthefuture).2.AseparatePostLaunchEvaluationForminTeamDocumentshasbeenaddedforamoreextensivedescriptionofthesame.3.Asecondarchivefacilitycalledthe“LearningsArchive”hasbeenadded.TherewillbeonearchiveforeachCategoryandonearchiveforeachBusinessGroup.ThesesummariesrequirenohumaninterventionandwillbeelectronicallyaggregatedfromtheProjectdocumentationtogivethekeyProjectdescriptionandlearnings.,SharingtheKeyLearningsfromallprojects,ProjectsuccessfullypassestheLaunchGate(9-12monthsfromthelaunch):a)OriginalProjectsthatareverysuccessfulareproposedtoROLLOUTCONTENDERS.tobedone:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-brieflysummarisethePostLaunchEvaluationinGateDocuments.B)OriginalProjectsthatarelesssuccessful,arenotproposedasrolloutcontenders.tobedone:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-ARCHIVINGC)RolloutProjects,regardlessoftheirsuccess:-fillingPostLaunchEvaluationForm-offerLearningsinGateDocuments-ARCHIVING,Fordetailspleasereferto:TheUnileverIPMProjectCompletionDiscipline&SharingtheLearnings.,PostLaunchEvaluation,Learningsshouldbeaddedtoaprojectassoonastheprojectisterminated(whethersuccessfulornot),beforetheteamdisbands.Projectsthathavebeenarchivedwithlearnings:asummaryoftheprojectparameterswiththelearningsandthePostLaunchEvaluationform(iftheprojectlaunched)willgototheLearningsArchive.LearningsarchivesarearrangedbyBusinessGroupandbyCategory(liketheportfolio)eg.ChinaLearningsandDeodorantsLearnings.Projectswithoutlearnings(jectscreatedinerror)andafullcopyoftheprojectsthathavebeenarchivedwithlearningswillbesenttotheGeneralArchive(arrangedinthesamewayasTeamwork)egChina/Deo.,Fordetailspleasereferto:TheUnileverIPMProjectCompletionDiscipline&SharingtheLearnings.,Learnings&GeneralArchives,InnovationProcessManagement,IPM,IdeaGenerationCreativityConsumerCreativityInopadToolbox,ProjectPlanningProjectFacilitationMicrosoftProject,DraftProjectCharterInoplanTeamwork,DefineBusinessStrategy(HAX),ProjectCompletionStopProjectLaunchProposeRoll-OutInoplanToolboxLearningsArchive,ManagePortfolioofProjectsInoplanPortfolioGraphics(CTM,8QActivityPlan,Funnel,Resource)Keygo/nogodecisionsGatekeeping,IdentifyGapsinCurrentPortfolio(CTM,8QActivityPlan,Funnel),ImplementandManageProjectInoplanTeamworkRiskManagement,ITTools,AccessManagement,TeamworkAccess-AnyoneUnileveremployeecanaccessaTeamworkBUTonlyseetheprojectstheyareworkingon.ThereisonedatabaseforeachBusinessGroup/Categorycombination(e.g.CAME/Laundry).Thisiswhereprojectsarecreatedandmanagedbyprojectteams.TherearethreeseparateaccesslevelswithinthisdatabaseProjectLeader-theusercancreateprojectsandpublishdocumentsintothePortfoliodatabase,TeamMember-theusercanreadandcreatedocumentsforaprojectGuestMember-theusercanreaddocumentsforaproject,IPMAccess-StandardAccess,IPMAccess-StandardAccess,.PortfolioAccess-ByCategory(globalportfolio)-ByBusinessGroup:3levels:-entireBGPortfolio-categorywithinaBG-companywithintheBG,IPMAccess-StandardAccess,ToolboxTherewillbeonedatabaseforeachofthe17categories(currentlyonlyavailableforHPCandIceCreamcategories)withtwoaccesslevels:basicaccess-basicproductdescriptionfullaccess-fullmixdetails,IPMAccess-StandardAccess,InnopadThereisonedatabaseeachforHPCandFoods.Therearetwoaccesslevelsforthisdatabase:user-usercancreatenewideasandviewpublishedideaspublisher-usercanpublishideas,fromtheircompany,totheUnileverworld.,TheAccessGuide,PleaseseetheInoplanAccessandSecurityGuideformoredetails(availableinI&F,IPMDocuments),IPMAccess-OutofStandardAccess,Out-of-StandardREQUEST.InadditiontotheirStandardAccessRights,usersmayalsorequestadditionalOutofStandardAccess(i.e.accessprivilegeswhichfalloutsidetheabovepolicy)tootherPortfoliodatabasesand/oraccesslevels.TheserequestsaremadebytheCompanyIPMChampiontotherelevantAccessOwner(s).WhenapprovedbytheAccessOwner,theseareknownasOutofStandardAccessRights.,IPM:agameof2halves,ManagingaProject,CreatingaProjectGatesDocumentsReports,ManagingaportfolioofProjects,C/TmatrixFunnels8QAPResourcedemand,Networks,SeniorManagementtool-enablesinstantviewingofacategory/company/regionsinnovationportfolio-Unileverisforthefirsttimetransparent!-Strategicplanning-Go/nogodecisions-Resourceallocation-Trackingofprogresstowardsstrategicgoals-Sharingrealtimeknowledge,InoplanPortfolio:Whoisitfor?,Demo-Portfolio,-FOURMAINTOOLS:-theFunnel-ConsumerTechnologyMatrix(CTM)-eight-quarteractivityplan(8QAP)-resourceallocation,InoplanPortfolioGraphics:,KeyUnileverInnovationProcessSupportTools,ResourceDemandChart,1/95,4/95,7/95,10/95,1/96,4/96,0,1,000,2,000,3,000,4,000,5,000,FTE(hourspermonth),Development,Marketing,Research,SupplyChain,Capacity,The8QuarterActivityPlan(8QAP),Doingtherightthings,TheInnovationFunnel,Initialmarketingandtechnicalconcepts,Idea,Generation,Charter,Contract,Launch,Proposal,Gatekeeper,Gatekeeper,Gatekeeper,Feasibility,Concept,refinementand,prototype,creation,Product,optimisation,Commercialisation,Production&,Distribution,Capability,LaunchPreparation,Onepagedescriptionof,proposedprojectincluding,objective,rationaleand,developmentroutes.Early,CommercialAssessment.,Cross-functionaldevelopmentplanincludingprojectplanascontractbetweenteam&Gatekeeper,LaunchPlanincluding,FinalCEPapproval.,KEY,=GATE,=DOCUMENT,LAUNCH,Gatekeeper,RolloutGate,PostLaunchEvaluationReviewperformance,Tracksuccessof&keylearningsfromfirstmarketlaunch,RolloutMarketextension,Doingthingsright,Canwedoitall?,Doingthingsattherighttime,Q1/Y1Q2/Y1Q3/Y1Q4/Y1Q1/Y2Q2/Y2Q3/Y2Q4/Y2,ria,Funnel-doingthingsright.,Ideas,Feasibility,Capability,LaunchPreparation,Roll-out,Project1,Project2,LAUNCH,Post-LaunchEvaluation,ThesevendifferentwaysinwhichaProjectmaybecompletedandthenarchived,WhyFunnels?,Formalisedprojectmanagementprocessallowsprojectstobedefined,trackedandrevieweddiscipline!Mutated/evolvedtoUnileverneedsInvolvesseniormanagementatanearlystage,Startwithmore,endwithless,Innovationisadifficultroad,Ideas,Feasibility,Capability,Roll-out,LAUNCH,LaunchPreparation,20%,40%,70%,95%,Probabilityofsuccess,IdeasphaseandCharters,DraftcharterRefineconceptfrominitialconsumerevidenceAssessstrategicfitAssessfitwithbrandarchitectureAssessbusinessopportunityCommunicateideaExplorepossibletechnologyroutesDrawupresourceplanforFeasibilityFinalisetheCharter,IdeahasconsumermeritIdeaisrelevanttobusinessstrategyThereissomeindicationofhowitmightbedoneThereareresourcestoexploreitsfeasibility,Tasks,CriteriatopassGate,FeasibilityphaseandContracts,RefineandtestconceptsConfirmbranding(ifapplicable)DemonstratepracticabletechnologyCreateandrefineprototypesBeginproduct/processdevelopmentBeginpackagingdevelopmentanddesignBeginadvertisingdevelopmentInitialdevelopmentofproductmixforquantitativetestAssessmanufacturing,supplychainandcapitalissuesDrawupresourceplanfortheCapabilityPreparetheContract,GatekeeperisconfidentthattheproposedinnovationisworthwhileItcanberealisedtoadegreeofconfidencethatjustifiestheallocationofmaterialcompanyresourcesand/orcapitalinordertobringittomarket,Tasks,CriteriatopassGate,CapabilityphaseandLaunchProposal,Completeproduct,processandpackagingdevelopmentincludingProventechnologyroutePatentprotectionClaimsubstantiationRefineallkeymixelementsandtestfinalmixRefinecommercialassessmentInstallproductioncapabilityEvaluatefinalmixtestresultsandbuilddemandforecastPlanlaunchsupportmaterialPrepareLaunchProposal,Thebrandmixiscompleteinallessentials,itisrobustandisreadyforlaunch.,Tasks,CriteriatopassGate,Launch/Post-LaunchEvaluationandRoll-out,FinetunetheadvertisingmixFinetuneproductionanddocumentfinalspecificationsProducelaunchstockImplementlaunchsupportplanReviewbusinessperformanceinlaunchmarket(s)AssesskeylearningandfindingsoftheprojectteamPrepareRollOutproposalProjectteamdisbands,ThereissufficientlyrobustevidenceofsuccessinthemarketplacetodeclaretheprojectacontenderforRollOut,Tasks,CriteriatopassGate,Pre-launch,LAUNCH!,Post-launch,C/TMatrix,TheCTMisusedto:DescribethestrategicsignificanceofindividucalprojectsProvidesaperspectiveviewonentireinnovationportfolioThecharacteristicdimensionsforprojectpositioningare:EnablingTechnologoyConsumerValuePerception,ConsumerTechnologymatrix-doingtherightthings,ConsumerValuePerception,EnablingTechnology,Base,Incremental,Radical,Nextgeneration,NewCoreProduct,NewBenefit,Improvement,Variant,NoChange,Resource:,High,Medium,Low,Brandsupport,Derivative,Platform,Breakthrough,C/Tmatrix-technology,RadicalfirstimplementationoftechnologythatsetsanewcategoryperformancebenchmarkNextGenerationSignificantinnovationleadingtomajorenhancementinproductperformanceandclaimstrengthIncrementalImprovementincurrenttechnologyBaseexploitationoftechnologythatisfreelyavailable,C/Tmatrix-consumervalue,Newcoreproductnewproductformthatstimulatesconsumerusageandexpands/createsanewcategoryNewBenefitSignificantqualitativechangethatdeliversnewbenefitswithscopeforanewbrandorrepositioningImprovementIncrementalproductthatyieldsconsumerdiscernibleproductenhancementrelativetoexistingVariantParitywithcompetingproductsbutnewfeaturesNochangenoperceivablechangetoproducts,C/Tmatrix-projecttypes,Breakthroughfirsttomarket,newcoreproductsustainabledominancehighrisk,Platformsuperiorproducts,increasedsharesustainablesegmentationmediumrisk,Derivativeextensiontoexistingproductsdistinctiveclaimslowrisk,Brandsupportminimalchangestomaintainimageperhapscatch-upwithcompetitorstinyrisk,C/Tmatrix-strategicstuff,ConsumerValuePerception,HighcompetitivestrengthHighrisk,Technicalbenefitsnotcommunicated,EnablingTechnology,Valuebase