Technology Landscape And Partner Identification – Mincemeat Alternatives

The Challenge

An integrated energy player observed that in their operations in the Western European region, every time an innovation project was implemented, there were issues with misalignment in expectations, poor visibility of project progress, and friction between teams. This caused disappointment with results in terms of underperforming innovation products.

Business objective

The Client wanted our support in designing their innovation funnel/model for new product launches and technology acquisition.

Approach

  • The implementation approach began with the engagement by acquiring an in-depth understanding of the company’s innovation reality, leveraging the framework. This helped us understand the context and prioritise the main gaps, and challenges, which were complemented by external benchmarks.
  • In the next step, a “war room” was launched for discussing and designing an innovative model with all relevant areas and stakeholders involved. We mutually used an iterative approach to test the innovation model in a controlled market before rolling it out to the Western European region.

Client’s success details

This engagement helped the Client to understand the business impact of the innovation model. The following benefits and outcomes were delivered to the Client:

  • Implementation of a formalised end-to-end innovation funnel from ideation to post-product launch management.
  • Significant increase in organisational agility, improving timeline from ideation (technology) to market deployment (product launch) to 4 to 6 months.
  • Involvement and engagement with all stakeholders that guarantee strong buy-in and implementation success.
  • An innovation model was launched to allow the appropriate input from the stakeholders at the right moment, preventing delays and unnecessary investments.
  • Harmonised end-to-end process implemented for the Western European region, with targets to increase revenue from the new products.

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