Charter Gate Launch Gate LAUNCH Launch Roll Out Ideas Capability Preparation Evaluation Innovation Process Management (IPM) Louise travers
1 Innovation Process Management (IPM) Louise Travers
So the main ob jectives of this training are Brief history and background of Ipm Lotus notes Explain how to use IPM IT Tools(Inoplan) starting a project managing a pro ject in inoplan viewing projects in inoplan Post Launch Evaluation procedure IPM support(network; Info Feedback) Project Management(Jane Turner Risk Management(Mike Trevethan, yalin Xu) 2
2 So the main objectives of this training are... • Brief history and background of IPM • Lotus Notes • Explain how to use IPM IT Tools (Inoplan) – starting a project – managing a project in Inoplan – viewing projects in Inoplan • Post Launch Evaluation procedure • IPM support (network; Info & Feedback) ---------------------------------------------------------------- • Project Management (Jane Turner) • Risk Management (Mike Trevethan, Yalin Xu)
The Unilever IPM-The Goal Dig, bold, consumer-relevant innovations rolled out fast
3 The Unilever IPM - The Goal “Big, bold ,consumer-relevant innovations - rolled out fast
Innovation in unilever Historically poorly managed process no priority or focus fragmented Unilever unambitious P&G
4 Innovation in Unilever • Historically – poorly managed process – no priority or focus – fragmented – unambitious Unilever P&G
UEC 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 wor king for all of us It's essential components are all Unilever Companies will establish and gatekeep a funnel funnels contain innovation projects of all kinds the funnels contain the sum of all Unilever innovative and brand launch/relaunch activity the funnels and the 8Q Activity Plans are electronically linked as a result authorised viewers can access excellent information on innovation projects of relevance to them transparent, global project information will flow
5 UEC 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. It's essential components are – all Unilever Companies will establish and gatekeep a funnel – funnels contain innovation projects of all kinds – the funnels contain the sum of all Unilever innovative and brand launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information on innovation projects of relevance to them – transparent, global project information will flow
Inoplan: Current Statistics 76 Companies using Inoplan 7558 projects in the Inoplan system including 2 213 already brought to market plus around 2390 ideas in Innopad 1450 Brands- currently
6 Inoplan: Current Statistics • 176 Companies using Inoplan • 7558 projects in the Inoplan system – including 2213 already brought to market – plus around 2390 ideas in Innopad • 1450 Brands- currently
a bit of histor What has happened/will happen Business 1997 Definition of Development of Development the Ipm pre ocess the it tool 1998 Training Enabling It Implementation Projects coding infrastructure 1999 Digestion of Wider more Institutionalisation discipline/embedding sophisticatedIT cu丨ure tools Maximisation of benefits (now onwards)
7 A bit of history - What has happened/will happen Business IT 1997 Definition of Development of Development the IPM process the IT tool 1998 Training & Enabling IT Implementation Projects coding infrastructure 1999 Digestion of Wider & more Institutionalisation discipline/embedding sophisticated IT culture tools Maximisation of Benefits (now onwards)
The IPM mandatories for all operating companies 1. There are regular- preferably 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. Original 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 pro jects to be entered into Inoplan and managed via INOPlan 7. New for 2000: Innovation Rate-using 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 successfu not)are being documented and PLE (within 12 months of launch date)are or being completed for all projects that are taken to market
8 1. There are regular - preferably 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. Original 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-using 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 taken to market. The IPM Mandatories - for all Operating Companies
The Unilever IPM Accreditation Depending on the implementation status, each company falls into one of the following status (Accredited (gOld CigRe For fuller definitions of each refer to ipm documentation under Info Feedback database IPM Champion responsibility to apply -nomination form in I&F To 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 Accredited Unilever China(Foods) Gold Unilever China(HPC) Gold Unilever China(Ice Cream) Gold Unilever Hong Kong Gold
9 The Unilever IPM Accreditation • Depending on the implementation status, each company falls into one of the following status: (i)Accredited (ii)Gold (iii)Grey • For fuller definitions of each refer to IPM Documentation under Info & Feedback database • IPM Champion responsibility to apply - nomination form in I&F • To 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 Accredited – Unilever China (Foods) Gold – Unilever China (HPC) Gold – Unilever China (Ice Cream) Gold – Unilever Hong Kong Gold
KEY STATISTICS CRITERIA NOTE ACHIEVED ACCREDITED Implementation Completed AND Company meets all Unilever IPM 81% Mandatories IPM has become an ongoing process for managing Innovation. Accreditation Nomination received reviewed in detail GOLD Implementation Completed (full portfolio of projects visible in BG 18% Portfolio with good data).31/171 GREY Implementation Started but NOT Completed (some but not all 1 projects visible in BG Portfolio; and/or data not clean). 0/171 BLACK Implementation Not Started(no projects visible in BG Portfolio). 0%
10 CRITERIA NOTE % ACHIEVED ACCREDITED Implementation Completed AND Company meets all Unilever IPM Mandatories. IPM has become an ongoing process for managing Innovation. Accreditation Nomination received, reviewed in detail, AND formally approved. 138/171 81% GOLD Implementation Completed (full portfolio of projects visible in BG Portfolio with good data). 31/171 18% GREY Implementation Started but NOT Completed (some but not all projects visible in BG Portfolio; and/ or data not clean). 0/171 1% BLACK Implementation Not Started (no projects visible in BG Portfolio). 0/171 0% KEY STATISTICS