联合利华创新管理课件.ppt

1、1Innovation Process Management(IPM)Louise Travers2So the main objectives of thistraining 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 suppo

2、rt(network;Info&Feedback)-Project Management(Jane Turner)Risk Management(Mike Trevethan,Yalin Xu)3The Unilever IPM-The Goal“Big,bold,consumer-relevant innovations-rolled out fast”4Innovation in Unilever Historically poorly managed process no priority or focus fragmented unambitiousUnileverP&G5UEC co

3、mmit to common Unilever IPMnOn July 31st 1997 the UEC unanimously and enthusiastically committed to adopting a single common IPM across the whole of Unilever.nThis will become a normal way of working for all of us.nIts essential components areall Unilever Companies will establish and gatekeep a funn

4、elfunnels 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 relevanc

5、e to themtransparent,global project information will flow.6Inoplan: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-currently7A bit of history-What has happened/will happenBusines

6、sIT1997 Definition of Development ofDevelopment the IPM processthe IT tool1998Training&Enabling ITImplementationProjects codinginfrastructure1999Digestion ofWider&moreInstitutionalisationdiscipline/embeddingsophisticated ITculturetoolsMaximisation of Benefits(now onwards)81.There are regular-prefera

7、bly 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

8、 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 t

9、he 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

10、market.The IPM Mandatories-for all Operating Companies9The Unilever IPM AccreditationDepending 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 databaseIPM Cham

11、pion 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 AccreditedUnilever Ch

12、ina(Foods)GoldUnilever China(HPC)GoldUnilever China(Ice Cream)GoldUnilever Hong KongGold10CRITERIANOTE%ACHIEVEDACCREDITEDImplementation Completed AND Company meets all Unilever IPMMandatories.IPM has become an ongoing process for managingInnovation.Accreditation Nomination received,reviewed in detai

13、l,AND formally approved.138/17181%GOLDImplementation Completed(full portfolio of projects visible in BGPortfolio with good data).31/17118%GREYImplementation Started but NOT Completed(some but not allprojects visible in BG Portfolio;and/or data not clean).0/1711%BLACKImplementation Not Started(no pro

14、jects visible in BG Portfolio).0/1710%KEY STATISTICS11SPECIALSTATUSTOTAL(excludingSpecial Statusuncoded)%ACCREDACCREDITEDGOLDGREYCodedUncodedAFRICA14100%140000CAME1794%161002CEE1872%135000CHINA520%14000EAPG1250%65100FBE2454%1311002FNA757%43002HPCE26100%260010HPCNA5100%50000ICFE2195%200100LA2291%2020

15、03TOTALS17181%13831219IPM GLOBAL SUMMARY12Inoplan&IPM IT Toolset Innopad(HPC and Foods)chance for fame and glory,your wild ideas for new products Teamwork where the raw data goes in(thats you)project management Portfolio collections of projects(Category or Business Group aggregation)Learnings Archiv

16、es and General Archives Toolbox(HPC only)storehouse of Brand success(technical,marketing,packaging,claims)13STRUCTURE OF THE ENHANCED INOPLANBG PortfoliosCategoryPortfoliosCategoryLearningsArchivesBG LearningsArchivesGeneral ArchivesTeamworksOral GlobalCAMEall CategoriesFNAAll CategoriesCulinary glo

17、bal Oral/Culinary/OralGlobalCulinaryGlobalCAMEAll CategoriesOral/CAMECulinary/FNAFNAAll CategoriesCAMEFNAStructure of Inoplan14IPM:a game of 2 halvesManaging a ProjectCreating a ProjectGatesDocumentsReportsManaging a portfolio of ProjectsC/T matrixFunnels8QAPResource demandNetworks15What is an Innov

18、ation Project?nAn 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.nExamplesPonds Foaming CleanserPersil TabletsDove DeonCounter examplesOn-going cost saving programmesPromotional Activities

19、Administrative Projects16Before starting a project.Before Starting look in Toolbox(successful projects)look in Innopad(electronic suggestion box)look in Inoplan(current projects in funnels)look in General/Learnings Archive(post mid-2000)for similar projects17DEMO-Innopad 18To start in Inoplan To Sta

20、rt a Project authorised person creates and supplies certain project codings in ideas phase project leader/deputy project leader team builds draft charter team leader proposes charter to gatekeeper roll out or Fast Track project can be created further down funnel19Coding a project into a Teamwork.Def

21、initions of fields within Project Parameters20The Unilever IPM-definitions 1nOriginal Projectbrand innovation being undertaken for the first time in UnilevernRoll Out Projecta project involving the launch of either a new brand mix or product has been launched or is already in the process of being de

22、veloped by another Unilever company21The Unilever IPM-definitions 2An innovation project is any project involving the launch,or other material change to a brand in a given country and/or the innovation endeavour leading up to it includingnLaunch-a new brand name for the consumer in a country nRelaun

23、ch-a material change to an existing brand mix nNew variant-same brand,same product form but a new item in the range.nLine extension-takes the brand into a new category or sub-category nNew product format-same sub-category in a new and materially different format nNo change project-no material change

24、 to the brand mix is intendednBrand migration-a project to merge part or all of the mix of one brand with that of one or more other brands22Managing a project in Inoplan-1 A Project Leader needs to be correctly defined in aXessor in order to gain edit access rights in Teamwork ie,before they can cre

25、ate 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 Members.In comes the need for Picklists-Project Parameters are fed by the Picklists which are maintained by

26、 IPM Operations Centre.23PickList Manager There are Picklists for:Category/Sub-Category Company Brand Business Group/Category Currency Gatekeeper Picklists feed Teamwork,aXessor,Innopad so it is imperative they are kept up to date.24Managing Projects in Inoplan-2Project Leader ResponsibilitiesOnce a

27、 project has been coded in the Project Leader is responsible for:leading the project and the project teamnproposing the Gate document at each gate and moving the project through the funnelnamending the parameters(e.g.launch date)as and when necessary.Gate documents are cumulative.For instance an app

28、roved 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 the project be closed and a new project begun.25Gatekeeper ResponsibilitiesnHave an input to the strategyn

29、Control resources for the projectsnHave responsibilities for communicating project requirementsnHave the right information/experience to make decisionsnThree fundamental decisions:Kill the projectAsk for more information/clarificationApprove the move to the next phasetOnce approved the project will

30、move into the next stage of the funnel(draft status).Managing Projects in Inoplan-326Funnel StagesThe originator provides some consumer evidence of merit and business relevanceThe consumer interest technical and commercial robustness are checked.,The brand mix will be developed&sourcing arrangements

31、 finalisedFine tune all mix elements,pipe line filling&support planEvaluate market performance consumer reactions.Project goes into Toolbox27Funnel Phases and Gates FeasibilityCapability Ideas ContractgateChartergateLaunchgateLaunch preparationRolloutgatePost Launch evaluation L a u n c hRolloutCont

32、enderCharter:DraftProposedApprovedContract:DraftProposedApprovedLaunch:DraftProposedApprovedRollout:DraftRollout:DraftProposedRollout:Approved28DEMO-Creating a project in Teamwork 29nINOPLAN is a set of FOUR databases which are provided to support the management of brand innovation in UnilevernIt is

33、 designed to help YOU to do your job-reflecting what you do and how you actually do it!nSaves time and money by reducing the need for physical meetingsnEasy communication between a Gatekeeper and project leadersnTransparentnOnly do it oncenEmail facilitynGate Documents are cumulativenEnable cross-fu

34、nctional teamsBenefits of working in Teamwork30Project Leadersnediting and updating team documents,project parameters and gate documents for presentation to gatekeepersTeam Membersnkeeping documentation up to dateQuality in-Quality out!It is down to you!Major board level decisions will be made on th

35、e basis of this information!Inoplan:Who needs to input?31Checklist for Project Leaders.32Project 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 recogniz

36、ed listingLaunch date status 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 Unile

37、ver IPM Team Member ManualIC 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 inpu

38、tted in the denominations 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 Input33-Trying ou

39、t Teamwork yourselfIPM-Live34Post Launch Evaluation35Funnel Stages-Recap.The originator provides some consumer evidence of merit and business relevanceThe consumer interest technical and commercial robustness are checked.,The brand mix will be developed&sourcing arrangements finalisedFine tune all m

40、ix elements,pipe line filling&support planEvaluate market performance consumer reactions.Project goes into Toolbox36Post Launch EvaluationDo not propose the project before at least LEARNINGS have been typed in.371.The following two new sections to the gate document have been added:Section 13:“Team L

41、earnings”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 a

42、nd is 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

43、 facility 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 learnin

44、gs.Sharing the Key Learnings from all projects38Project 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

45、 the 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

46、Form-offer Learnings in Gate Documents-ARCHIVINGFor details please refer to:The Unilever IPM Project Completion Discipline&Sharing the Learnings.Post Launch Evaluation39Learnings should be added to a project as soon as the project is terminated(whether successful or not),before the team disbands.Pro

47、jects 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 and

48、 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 D

49、iscipline&Sharing the Learnings.Learnings&GeneralArchives40Idea GenerationCreativityConsumer CreativityInopadToolboxProject PlanningProject FacilitationMicrosoft ProjectDraft Project CharterInoplan TeamworkDefine Business Strategy(HAX)Project CompletionStop ProjectLaunchPropose Roll-OutInoplanToolbo

50、xLearnings ArchiveManage 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 Management41Access Management42Teamwork Acce