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Dr. Andre Convents

Section Head Connect & develop

Delighting Consumers Through Purpose Driven Innovation

Billion-Dollar Brands

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Innovation is center stage for growth

q For large companies a portfolio is critical

§ Lead: Sustaining and commercial innovation

§ Discontinuous innovation

• Change: Transformative innovation

• Create: Disruptive innovation

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Iteraction, integration and collaboration

q If you had to develop a chair in a company

q What chair would you develop as an entrepreneur?

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Source: Product Development

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S-curve: Birth

Tipping point: Innovators

Kano: Delighters

S-curve: Growth

Tipping point: Mavens

Kano: Linear Satisfiers

S-curve: Maturity

Tipping point: Sellers

Kano: Basic must have

Tipping point innovation

• Innovators create new products

• Mavens adapt them to a large market

• Sellers maximize potential

Kano Model

S-Curve

Time

Value

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Business Week 2008

In his new book, The Game-Changer: How You Can Drive

Revenue and Profit Growth with Innovation, P&G CEO A.G.

Lafley explains the difference between the two methods:

"Business schools tend to focus on inductive thinking (based on

directly observable facts) and deductive thinking (logic and

analysis, typically based on past evidence)," he writes. "Design

schools emphasize abductive thinking—imagining what could

be possible. This new thinking approach helps us challenge

assumed constraints and add to ideas, versus discouraging

them."

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Design thinking is not only for physical products

q Products and services

q Supply chain, new

q Organizational design

q Business strategy

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The Innovator’s DNA

q On personality traits and psychometric measures entrepreneurs

and corporate executives are the same.

q Their behaviors are different:

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Innovators Most senior executives

Questioning Analyzing

Observing Planning

Networking Detail-oriented implementing

Experimenting Disciplined executing

1 Pack = 1 Vaccine

Live, Learn and Thrive

The Power of P&G’s Purpose: Touch and improve lives, now and for generations to come

Consumer Insights Drive Product Innovation

The sustainability challenge

P&G’s approach is to drive meaningful improvements in sustainability by targeting mainstream consumers

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Landscaping and creating ideas

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Virtual design and concept development

q Looks like prototypes

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Model the commercialization and deductive business

scenarios

q Quantification and qualification

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Consumer communities for co-development

Leverage P&G internal Wikis and virtual consumer communities for idea generation Design thinking and iterative prototyping The Wasserette with 1000 consumer to help define the product proposition and launch

Product Innovation Dramatic Changes in Formulation

40-50% Less water to manufacture

30-40% Less energy to

manufacture

20-50% Less energy by washing

in low temperatures

14-40% Less packaging

40-57% Less trucks to transport

A Dramatic Reduction in Overall Environmental Footprint

L

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The entrepreneur and innopreneur tool box be truly effective:

combine with an open innovation and crowdsourcing mindset

q Combine design thinking and mult-functional input with open

innovation and crowdsourcing

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Innovation for the globe

q After thousands of hours of research in the field, P&G learned

that a single-blade razor was a cheaper and effective alternative

to double-edged razors for many consumers in India

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Recent innovation examples

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