《联合利华创新管理》PPT课件.ppt

《《联合利华创新管理》PPT课件.ppt》由会员分享，可在线阅读，更多相关《《联合利华创新管理》PPT课件.ppt（74页珍藏版）》请在三一办公上搜索。

1、1,Innovation Process Management(IPM),Louise Travers,2,So the main objectives of thistraining are.,Brief history and background of IPMLotus NotesExplain how to use IPM IT Tools(Inoplan)starting a projectmanaging a project in Inoplan viewing projects in InoplanPost Launch Evaluation procedureIPM suppo

2、rt(network;Info&Feedback)-Project Management(Jane Turner)Risk Management(Mike Trevethan,Yalin Xu),3,The Unilever IPM-The Goal,“Big,bold,consumer-relevant innovations-rolled out fast”,4,Innovation in Unilever,Historicallypoorly managed processno priority or focusfragmentedunambitious,Unilever,P&G,5,U

3、EC commit to common Unilever IPM,On July 31st 1997 the UEC unanimously and enthusiastically committed to adopting a single common IPM across the whole of Unilever.This will become a normal way of working for all of us.Its essential components areall Unilever Companies will establish and gatekeep a f

4、unnelfunnels contain innovation projects of all kindsthe funnels contain the sum of all Unilever innovative and brand launch/relaunch activitythe funnels and the 8Q Activity Plans are electronically linkedas a result authorised viewers can access excellent information on innovation projects of relev

5、ance to themtransparent,global project information will flow.,6,Inoplan:Current Statistics,176 Companies using Inoplan7558 projects in the Inoplan systemincluding 2213 already brought to marketplus around 2390 ideas in Innopad1450 Brands-currently,7,A bit of history-What has happened/will happen,Bus

6、inessIT1997 Definition of Development ofDevelopment the IPM processthe IT tool1998Training&Enabling ITImplementationProjects codinginfrastructure1999Digestion ofWider&moreInstitutionalisationdiscipline/embeddingsophisticated ITculturetoolsMaximisation of Benefits(now onwards),8,1.There are regular-p

7、referably monthly-Gate Meetings at which all strategic decisions on company projects are made.2.The Gate Meeting is chaired by the Chairman/MD(or by exception other Board Director)and all relevant Board Directors/functional heads are in attendance.3.There is a formal process for monitoring risk.4.Or

8、iginal innovation projects which involve substantive capital and/or market place investments must bring Simulated Test Market evidence to Launch Gate.5.INOPLAN to be installed in all Unilever Companies.6.All projects to be entered into INOPLAN and managed via INOPLAN.7.New for 2000:Innovation Rate-u

9、sing the Unilever IPM definitions is being applied&reported quarterly(see theUnilever IPM-Innovation Rate Manual)8.New for 2000:The key learnings from ALL projects(whether successful or not)are being documented and PLE(within 12 months of launch date)are being completed for all projects that are tak

10、en to market.,The IPM Mandatories-for all Operating Companies,9,The Unilever IPM Accreditation,Depending on the implementation status,each company falls into one of the following status:(i)Accredited(ii)Gold(iii)GreyFor fuller definitions of each refer to IPM Documentation under Info&Feedback databa

11、seIPM Champion responsibility to apply-nomination form in I&FTo get the Unilever IPM accreditation,not only the system has to be implemented and users trained,but also IPM has to be at the heart of the company and become an ongoing process for managing innovation.China BG Unilever Taiwan AccreditedU

12、nilever China(Foods)GoldUnilever China(HPC)GoldUnilever China(Ice Cream)GoldUnilever Hong KongGold,10,KEY STATISTICS,11,IPM GLOBAL SUMMARY,12,Inoplan&IPM IT Toolset,Innopad(HPC and Foods)chance for fame and glory,your wild ideas for new productsTeamworkwhere the raw data goes in(thats you)project ma

13、nagementPortfoliocollections of projects(Category or Business Group aggregation)Learnings Archives and General ArchivesToolbox(HPC only)storehouse of Brand success(technical,marketing,packaging,claims),13,Structure of Inoplan,14,IPM:a game of 2 halves,Managing a Project,Creating a ProjectGatesDocume

14、ntsReports,Managing a portfolio of Projects,C/T matrixFunnels8QAPResource demand,Networks,15,What is an Innovation Project?,An Innovation Project is any project involving the launch,or other material change to a brand in a given country and/or the innovative endeavour leading up to it.ExamplesPonds

15、Foaming CleanserPersil TabletsDove DeoCounter examplesOn-going cost saving programmesPromotional ActivitiesAdministrative Projects,16,Before starting a project.,Before Startinglook in Toolbox(successful projects)look in Innopad(electronic suggestion box)look in Inoplan(current projects in funnels)lo

16、ok in General/Learnings Archive(post mid-2000)for similar projects,17,DEMO-Innopad,18,To start in Inoplan,To Start a Projectauthorised person creates and supplies certain project codings in ideas phaseproject leader/deputy project leaderteam builds draft charterteam leader proposes charter to gateke

17、eperroll out or Fast Track project can be created further down funnel,19,Coding a project into a Teamwork.Definitions of fields within Project Parameters,20,The Unilever IPM-definitions 1,Original Projectbrand innovation being undertaken for the first time in UnileverRoll Out Projecta project involv

18、ing the launch of either a new brand mix or product has been launched or is already in the process of being developed by another Unilever company,21,The Unilever IPM-definitions 2,An innovation project is any project involving the launch,or other material change to a brand in a given country and/or

19、the innovation endeavour leading up to it includingLaunch-a new brand name for the consumer in a country Relaunch-a material change to an existing brand mix New variant-same brand,same product form but a new item in the range.Line extension-takes the brand into a new category or sub-category New pro

20、duct format-same sub-category in a new and materially different format No change project-no material change to the brand mix is intendedBrand migration-a project to merge part or all of the mix of one brand with that of one or more other brands,22,Managing a project in Inoplan-1,A Project Leader nee

21、ds to be correctly defined in aXessor in order to gain edit access rights in Teamwork ie,before they can create a project.A project is created by an authorised Project Leader coding it to the Project Parameters area of the Teamwork database.Project Leader is responsible for adding Team Members/Guest

22、 Members.In comes the need for Picklists-Project Parameters are fed by the Picklists which are maintained by IPM Operations Centre.,23,PickList Manager,There are Picklists for:Category/Sub-CategoryCompanyBrandBusiness Group/CategoryCurrencyGatekeeperPicklists feed Teamwork,aXessor,Innopad so it is i

23、mperative they are kept up to date.,24,Managing Projects in Inoplan-2,Project Leader ResponsibilitiesOnce a project has been coded in the Project Leader is responsible for:leading the project and the project teamproposing the Gate document at each gate and moving the project through the funnelamendi

24、ng the parameters(e.g.launch date)as and when necessary.Gate documents are cumulative.For instance an approved Charter becomes a draft Contract to which further information can be subsequently added.If the Project changes nature so radically to require a fundamental rewrite,then this suggests that t

25、he project be closed and a new project begun.,25,Gatekeeper ResponsibilitiesHave an input to the strategyControl resources for the projectsHave responsibilities for communicating project requirementsHave the right information/experience to make decisionsThree fundamental decisions:Kill the projectAs

26、k for more information/clarificationApprove the move to the next phaseOnce approved the project will move into the next stage of the funnel(draft status).,Managing Projects in Inoplan-3,26,Funnel Stages,The originator provides some consumer evidence of merit and business relevance,The consumer inter

27、est technical and commercial robustness are checked.,The brand mix will be developed&sourcing arrangements finalised,Fine tune all mix elements,pipe line filling&support plan,Evaluate market performance consumer reactions.,Project goes into Toolbox,27,Funnel Phases and Gates,Charter:DraftProposedApp

28、roved,Contract:DraftProposedApproved,Launch:DraftProposedApproved,Rollout:Draft,Rollout:DraftProposed,Rollout:Approved,28,DEMO-Creating a project in Teamwork,29,INOPLAN is a set of FOUR databases which are provided to support the management of brand innovation in UnileverIt is designed to help YOU t

29、o do your job-reflecting what you do and how you actually do it!Saves time and money by reducing the need for physical meetingsEasy communication between a Gatekeeper and project leadersTransparentOnly do it onceEmail facilityGate Documents are cumulativeEnable cross-functional teams,Benefits of wor

30、king in Teamwork,30,Project Leadersediting and updating team documents,project parameters and gate documents for presentation to gatekeepersTeam Memberskeeping documentation up to dateQuality in-Quality out!It is down to you!Major board level decisions will be made on the basis of this information!,

31、Inoplan:Who needs to input?,31,Checklist for Project Leaders.,32,Project Name must be uniqueIndicate whether Original or Rollout,if rollout then create project using the original name and add country abbreviation to indicate rolloutPositioning should be as per global recognized listingLaunch date st

32、atus must be updated as the project progresses down the funnel.Company priority is an internal indicatorBusiness impact is a global indicator for the projectDefinition of Consume Value Perception and Enabling Technology must conform to the Unilever definition as per the Unilever IPM Team Member Manu

33、alIC Resource Allocated From must be agreed with the relevant parties before it is indicated in he project;and URL Resources Allocated must be part of Category Research Programme.Target Launch Date must be relevant through the life of the projectFinancial figures must be inputted in the denomination

34、s indicated.Team members and Guest members must be selected from the Unilever Name and Address book and not typed in as freetext.RISK SCANNING(Initial and Risk Quick Scan if needed).Post Launch Evaluation after 9-12 months of the launch.,Checklist for Project Input,33,-Trying out Teamwork yourself,I

35、PM-Live,34,Post Launch Evaluation,35,Funnel Stages-Recap.,The originator provides some consumer evidence of merit and business relevance,The consumer interest technical and commercial robustness are checked.,The brand mix will be developed&sourcing arrangements finalised,Fine tune all mix elements,p

36、ipe line filling&support plan,Evaluate market performance consumer reactions.,Project goes into Toolbox,36,Post Launch Evaluation,Do not propose the project before at least LEARNINGS have been typed in.,37,1.The following two new sections to the gate document have been added:Section 13:“Team Learnin

37、gs”to capture a few short learnings on all completed projects:whether they make it as far as launch or not.Section 14:“Summary of Post Launch Evaluation”for the headlines on the performance of the launched project in its local market.This section is to be completed within 12 months of launch and is

38、applicable both for projects recommended as Rollout Contenders,and for projects that have been less successful(in order to capture learnings for the future).2.A separate Post Launch Evaluation Form in Team Documents has been added for a more extensive description of the same.3.A second archive facil

39、ity called the“Learnings Archive”has been added.There will be one archive for each Category and one archive for each Business Group.These summaries require no human intervention and will be electronically aggregated from the Project documentation to give the key Project description and learnings.,Sh

40、aring the Key Learnings from all projects,38,Project successfully passes the Launch Gate(9-12 months from the launch):a)Original Projects that are very successful are proposed to ROLLOUT CONTENDERS.to be done:-filling Post Launch Evaluation Form-offer Learnings in Gate Documents-briefly summarise th

41、e Post Launch Evaluation in Gate Documents.B)Original Projects that are less successful,are not proposed as rollout contenders.to be done:-filling Post Launch Evaluation Form-offer Learnings in Gate Documents-ARCHIVINGC)Rollout Projects,regardless of their success:-filling Post Launch Evaluation For

42、m-offer Learnings in Gate Documents-ARCHIVING,For details please refer to:The Unilever IPM Project Completion Discipline&Sharing the Learnings.,Post Launch Evaluation,39,Learnings should be added to a project as soon as the project is terminated(whether successful or not),before the team disbands.Pr

43、ojects that have been archived with learnings:a summary of the project parameters with the learnings and the Post Launch Evaluation form(if the project launched)will go to the Learnings Archive.Learnings archives are arranged by Business Group and by Category(like the portfolio)eg.China Learnings an

44、d Deodorants Learnings.Projects without learnings(eg.projects created in error)and a full copy of the projects that have been archived with learnings will be sent to the General Archive(arranged in the same way as Teamwork)eg China/Deo.,For details please refer to:The Unilever IPM Project Completion

45、 Discipline&Sharing the Learnings.,Learnings&GeneralArchives,40,Innovation Process Management,IPM,Idea GenerationCreativityConsumer CreativityInopadToolbox,Project PlanningProject FacilitationMicrosoft Project,Draft Project CharterInoplan Teamwork,Define Business Strategy(HAX),Project CompletionStop

46、 ProjectLaunchPropose Roll-OutInoplanToolboxLearnings Archive,Manage Portfolio of ProjectsInoplan Portfolio Graphics(CTM,8Q Activity Plan,Funnel,Resource)Key go/no go decisionsGatekeeping,Identify Gaps in Current Portfolio(CTM,8Q Activity Plan,Funnel),Implement and Manage ProjectInoplan TeamworkRisk

47、 Management,IT Tools,41,Access Management,42,Teamwork Access-Anyone Unilever employee can access a Teamwork BUT only see the projects they are working on.There is one database for each Business Group/Category combination(e.g.CAME/Laundry).This is where projects are created and managed by project tea

48、ms.There are three separate access levels within this database Project Leader-the user can create projects and publish documents into the Portfolio database,Team Member-the user can read and create documents for a project Guest Member-the user can read documents for a project,IPM Access-Standard Acc

49、ess,43,IPM Access-Standard Access,.Portfolio Access-By Category(global portfolio)-By Business Group:3 levels:-entire BG Portfolio-category within a BG-company within the BG,44,IPM Access-Standard Access,ToolboxThere will be one database for each of the 17 categories(currently only available for HPC

50、and Ice Cream categories)with two access levels:basic access-basic product description full access-full mix details,45,IPM Access-Standard Access,InnopadThere is one database each for HPC and Foods.There are two access levels for this database:user-user can create new ideas and view published ideas