联合利华创新管理

1InnovationProcessManagement(IPM)LouiseTravers2Sothemainobjectivesofthistrainingare...•BriefhistoryandbackgroundofIPM•LotusNotes•ExplainhowtouseIPMITTools(Inoplan)–startingaproject–managingaprojectinInoplan–viewingprojectsinInoplan•PostLaunchEvaluationprocedure•IPMsupport(network;Info&Feedback)----------------------------------------------------------------•ProjectManagement(JaneTurner)•RiskManagement(MikeTrevethan,YalinXu)3TheUnileverIPM-TheGoal“Big,bold,consumer-relevantinnovations-rolledoutfast”4InnovationinUnilever•Historically–poorlymanagedprocess–nopriorityorfocus–fragmented–unambitiousUnileverP&G5UECcommittocommonUnileverIPMOnJuly31st1997theUEC'unanimouslyandenthusiastically'committedtoadoptingasinglecommonIPMacrossthewholeofUnilever.Thiswillbecomeanormalwayofworkingforallofus.It'sessentialcomponentsare–allUnileverCompanieswillestablishandgatekeepafunnel–funnelscontaininnovationprojectsofallkinds–thefunnelscontainthesumofallUnileverinnovativeandbrandlaunch/relaunchactivity–thefunnelsandthe8QActivityPlansareelectronicallylinked–asaresultauthorisedviewerscanaccessexcellentinformationoninnovationprojectsofrelevancetothem–transparent,globalprojectinformationwillflow.6Inoplan:CurrentStatistics•176CompaniesusingInoplan•7558projectsintheInoplansystem–including2213alreadybroughttomarket–plusaround2390ideasinInnopad•1450Brands-currently7Abitofhistory-Whathashappened/willhappenBusinessIT1997DefinitionofDevelopmentofDevelopmenttheIPMprocesstheITtool1998Training&EnablingITImplementationProjectscodinginfrastructure1999DigestionofWider&moreInstitutionalisationdiscipline/embeddingsophisticatedITculturetoolsMaximisationofBenefits(nowonwards)81.Thereareregular-preferablymonthly-GateMeetingsatwhichallstrategicdecisionsoncompanyprojectsaremade.2.TheGateMeetingischairedbytheChairman/MD(orbyexceptionotherBoardDirector)andallrelevantBoardDirectors/functionalheadsareinattendance.3.Thereisaformalprocessformonitoringrisk.4.Originalinnovationprojectswhichinvolvesubstantivecapitaland/ormarketplaceinvestmentsmustbringSimulatedTestMarketevidencetoLaunchGate.5.INOPLANtobeinstalledinallUnileverCompanies.6.AllprojectstobeenteredintoINOPLANandmanagedviaINOPLAN.7.Newfor2000:InnovationRate-usingtheUnileverIPMdefinitionsisbeingapplied&reportedquarterly(seetheUnileverIPM-InnovationRateManual)8.Newfor2000:ThekeylearningsfromALLprojects(whethersuccessfulornot)arebeingdocumentedandPLE(within12monthsoflaunchdate)arebeingcompletedforallprojectsthataretakentomarket.TheIPMMandatories-forallOperatingCompanies9TheUnileverIPMAccreditation•Dependingontheimplementationstatus,eachcompanyfallsintooneofthefollowingstatus:(i)Accredited(ii)Gold(iii)Grey•ForfullerdefinitionsofeachrefertoIPMDocumentationunderInfo&Feedbackdatabase•IPMChampionresponsibilitytoapply-nominationforminI&F•TogettheUnileverIPMaccreditation,notonlythesystemhastobeimplementedanduserstrained,butalsoIPMhastobeattheheartofthecompanyandbecomeanongoingprocessformanaginginnovation.•ChinaBG–UnileverTaiwanAccredited–UnileverChina(Foods)Gold–UnileverChina(HPC)Gold–UnileverChina(IceCream)Gold–UnileverHongKongGold10CRITERIANOTE%ACHIEVEDACCREDITEDImplementationCompletedANDCompanymeetsallUnileverIPMMandatories.IPMhasbecomeanongoingprocessformanagingInnovation.AccreditationNominationreceived,reviewedindetail,ANDformallyapproved.138/17181%GOLDImplementationCompleted(fullportfolioofprojectsvisibleinBGPortfoliowithgooddata).31/17118%GREYImplementationStartedbutNOTCompleted(somebutnotallprojectsvisibleinBGPortfolio;and/ordatanotclean).0/1711%BLACKImplementationNotStarted(noprojectsvisibleinBGPortfolio).0/1710%KEYSTATISTICS11SPECIALSTATUSTOTAL(excludingSpecialStatusuncoded)%ACCREDACCREDITEDGOLDGREYCodedUncodedAFRICA14100%140000CAME1794%161002CEE1872%135000CHINA520%14000EAPG1250%65100FBE2454%1311002FNA757%43002HPCE26100%260010HPCNA5100%50000ICFE2195%200100LA2291%202003TOTALS17181%13831219IPMGLOBALSUMMARY12Inoplan&IPMITToolset•Innopad(HPCandFoods)–chanceforfameandglory,yourwildideasfornewproducts•Teamwork–wheretherawdatagoesin(that’syou)–projectmanagement•Portfolio–collectionsofprojects(CategoryorBusinessGroupaggregation)•LearningsArchivesandGeneralArchives•Toolbox(HPConly)–storehouseofBrandsuccess(technical,marketing,packaging,claims)13STRUCTUREOFTHEENHANCEDINOPLANBGPortfoliosCategoryPortfoliosCategoryLearningsArchivesBGLearningsArchivesGeneralArchivesTeamworksOralGlobalCAMEallCategoriesFNAAllCategoriesCulinaryglobalOral/Culinary/OralGlobalCulinaryGlobalCAMEAllCategoriesOral/CAMECulinary/FNAFNAAllCategoriesCHARTBCAMEFNAStructureofInoplan14IPM:agameof2halvesManagingaProjectCreatingaProjectGatesDocumentsReportsManagingaportfolioofProjectsC/TmatrixFunnels8QAPResourcedemandNetworks15WhatisanInnovationProject?AnInnovationProjectisanyprojectinvolvingthelaunch,orothermaterialchangetoabrandinagivencountryand/ortheinnovativeendeavourleadinguptoit.Examples–Pond'sFoamingCleanser–PersilTablets–DoveDeoCounterexamples–On-goingcostsavingprogrammes–PromotionalActivities–AdministrativeProjects16Beforestartingapro