Exchanges for good practices to organize an innovation process
8 June 2006
Innovation uses several resources in companies and also implies a large number of activities and functions (marketing, production, R&D, etc.).
Today, it is more and more common for companies to tackle innovation issues by using the notion of a process applied to the scale of their organisation. Innovation is a long and complex process that has to be integrated into the many facets of organisations.
The aim of this day of conferences is to share the experience of several industrial players who have re-configured their innovation process or set up specific organisational methods to boost their capacity for innovation.
A few noteworthy contributions from a recent conference:
■ From entrepreneurial focus to an innovation process: Bengt G. Nilsson, Director Corporate Technologie, Tetra Pak (process owner of the Tetra Pak innovation process and member of the CTO office).
■ Umagine: an internal innovation process developed a Umicore to foster novel new business growth opportunities through intrapreneurship. Peter Rigby Umagine manager at Umicore.
■ Accompanying the development of innovative products: which management method to use? Example of the Stage & gate process at Ondeo Degrémont. Luc Delons, Marketing Director, Ondeo Degrémont
■ The culture of innovation in a company: Yves Buchsenschutzs, Director of World Operations, Danone.
■ Purchases as a source of innovation: Philippe Boudaloux, Manager France Consumer & Office Markets at 3M