Innovative Leadership Dr. Elijah Ezendu FIMC, FCIM, FIIAN, FBDI, FAAFM, FAAPM, FCCM, MIMIS, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC

Learning Objectives On completion of this course, participants shall be able to do the following: Identify the Importance of Innovative Leadership Identify various types of innovation Identify approaches to Innovation Lead organisation-wide implementation of innovation strategy Coordinate evolution of innovation culture

On completion of this course, participants shall be able to do the following:

Identify the Importance of Innovative Leadership

Identify various types of innovation

Identify approaches to Innovation

Lead organisation-wide implementation of innovation strategy

Coordinate evolution of innovation culture

“ Whether you like it or not, your business profession or line of work will evolve and you have two choices. First, you can be a proactive force and get yourself and your organization involved in making innovations; or second, you can choose to ‘react’ to the innovations of others and miss opportunities to grow and apply your experience in exciting, new ways.” Source: Center for Management & Organisation Effectiveness

“ Whether you like it or not, your business profession or line of work will evolve and you have two choices. First, you can be a proactive force and get yourself and your organization involved in making innovations; or second, you can choose to ‘react’ to the innovations of others and miss opportunities to grow and apply your experience in exciting, new ways.”

Source: Center for Management & Organisation Effectiveness

“ Innovation keeps businesses competitive – it is widely recognized as providing a real impetus for growth and is at the heart of corporate strategy in many of the world’s leading firms.” Source: CBI

“ Innovation keeps businesses competitive – it is widely recognized as providing a real impetus for growth and is at the heart of corporate strategy in many of the world’s leading firms.”

Source: CBI

“ Innovation isn’t anything until it becomes part of your everyday business” - Carina Kemp, Head of Insight and Planning, HSBC.

“ Innovation isn’t anything until it becomes part of your everyday business”

- Carina Kemp, Head of Insight and Planning, HSBC.

The “functional” source of innovation depends upon the functional relationship between innovator and innovation: An innovation is a USER innovation when the developer expects to benefit by USING it; An innovation is a MANUFACTURER innovation when the developer expects to benefit by SELLING it. Source: Eric Von Hippel, Innovate or Buy

The “functional” source of innovation depends upon the functional relationship between innovator and innovation:

An innovation is a USER innovation when the developer expects to benefit by USING it;

An innovation is a MANUFACTURER innovation when the developer expects to benefit by SELLING it.

Drivers of Innovation Improvement in Customer Experience Demand of Customers Cost Reduction Organisational Culture Need to Change or Reduce Raw Materials Regulatory Requirements Competitive Positioning Minimization of Environmental Impact Gap in the Market Improving Quality Reduction of Energy Expenditure Differentiation Enhancing Flexibility

Improvement in Customer Experience

Demand of Customers

Cost Reduction

Organisational Culture

Need to Change or Reduce Raw Materials

Regulatory Requirements

Competitive Positioning

Minimization of Environmental Impact

Gap in the Market

Improving Quality

Reduction of Energy Expenditure

Differentiation

Enhancing Flexibility

Some Innovative Companies and Innovation Drivers 1 Company Innovation Highlighted by Company Innovation Drivers 1. Arup Development of the Dongtan Ecocity Concept in China Foresight and long established company culture 2. Aviva-Norwich Union Developed telematics insurance product for individual customers and fleets Need to respond to rapid change in insurance market, strategic decision to seek out organic growth, inevitability of telematics provided opportunity 3. Benoy Internal business reorganization In response to rapid company growth and need to free-up key staff to focus on core architecture work 4. BT Wholesale New ways of bundling services and providing software (rather than hardware) solutions Declining opportunity in core market and strategic decision to grow, rather than have a managed retreat 5. Clarks Development and introduction of 3D foot scanning technology To replace existing foot measurement equipment at the end of its useful life, to reduce costs and determination to create a leading retail experience 6. Fujitsu Moving from technological solutions to business-based outcome services Company culture and strategy, foresight- looking for trends and tipping points, to reduce costs, requests for innovation from clients, to differentiate themselves from the competition 7. HSBC Sharia-compliant banking, green banking, self-service banking in branches and borderless banking To improve customer experience, meet demands of new markets while reducing costs and environmental impacts

Some Innovative Companies and Innovation Drivers 2 Company Innovation Highlighted by Company Innovation Drivers 8. KPMG Developing a new internal innovation framework incorporating skills, behaviour and process To help them keep ahead of a rapidly changing business environment where some traditional services have become commoditized and clients are more demanding 9. Legal & General Starting underwriters academy in collaboration with Cardiff University To gain advantage over competitors with better training, thus raising standards, brand image and reputation while reducing costs, offering better career progression opportunities to retain the best staff 10. Loch Lomond Seaplanes Bringing seaplanes as a mode of transport to west Scotland Company culture, identified a gap and sought to create a new market 11. Magic Lantern Providing a bridge between traditional and digital media with a focus on participative engagement Company culture, proactively identifying audience needs that seem under-served, to grow by focusing on their areas of expertise in new technology, innovation and creativity 12. Muckle Complete organisational culture change internally Change market environment becoming more competitive, desire to differentiate themselves on service delivery and need to retain staff 13. Newcastle International Airport Increase ‘dwell time’ in key parts of the airport To improve overall customer experience while also maximizing revenue opportunities and meeting changing regulatory demands on security etc

Some Innovative Companies and Innovation Drivers 3 Source: CBI, Excellence in Service Innovation Company Innovation Highlighted by Company Innovation Drivers 14. Nike Unique brand experience from social networking to a service allowing customers to design their own footware- process of mass customization Company culture, which promotes innovation as one of four core values. To create a brand that enhances the customer experience and grows Nike’s market-leading position 15. Steria Business process improvement for Norwich City Council and black cab scheduling system for BAA To stay ahead in competitive sector where IP is difficult to protect; responding to the changing market where managed services are now seen as a commodity and customers are more demanding 16. Texperts On-demand expert answers to customer questions by text service Company culture, to grow the business, reduce costs and stay ahead of fast moving competition

Incremental Innovation Radical Innovation 1. It’s competence-enhancing because it builds upon existing knowledge and resources It’s competence-destroying because it needs new knowledge and resources 2. It brings about changes wherein the existing products will still be viable. It brings about very great development that push down existing products into obsolescence

Forward Innovation vs. Backward Innovation Forward Innovation involves development of new functions in new or existing products , market or technology; while Backward Innovation encompasses development of existing functions more rapidly and cheaper.

Forward Innovation involves development of new functions in new or existing products , market or technology; while Backward Innovation encompasses development of existing functions more rapidly and cheaper.

Open Innovation Open Innovation is an intentional course of action for identifying and exploiting internal and external novel initiatives in order to develop new products and services. It involves multi-stage collaboration with other entities outside a firm, in order to value capture and optimize the standard and value of the final product.

Open Innovation is an intentional course of action for identifying and exploiting internal and external novel initiatives in order to develop new products and services.

It involves multi-stage collaboration with other entities outside a firm, in order to value capture and optimize the standard and value of the final product.

Sources of External Novel Initiatives in Open Innovation Competitors Distributors Suppliers Freelance Commentators Contract Research Organisations Independent Research Organisations Practicing Experts Customers

Competitors

Distributors

Suppliers

Freelance Commentators

Contract Research Organisations

Independent Research Organisations

Practicing Experts

Customers

Closed Innovation Closed Innovation is a practice in which a firm focuses on internal sources of novel initiatives as its sole innovation provider, in order to maximize intellectual property exploitation and market control.

Closed Innovation is a practice in which a firm focuses on internal sources of novel initiatives as its sole innovation provider, in order to maximize intellectual property exploitation and market control.

The Difference Between Open and Closed Innovation Source: Henry Chesbrough & Melissa Appleyard Company Ecosystem Value Capture In-House Community-Driven Value Creation Microsoft’s OS Google MySpace YouTube IBM Linux Code Pirated Music Complementors Linux Kernel Wikipedia

Determinants of Innovation Approach Competition Internal Capabilities Scarcity of Expertise Marketing Strategy Mission Extent of Opportunities for Collaboration

Competition

Internal Capabilities

Scarcity of Expertise

Marketing

Strategy

Mission

Extent of Opportunities for Collaboration

10 Attributes of Successful Service Innovation 1. Start with unmet user needs, not new ideas 2. Research methods are based on deep customer empathy (e.g., ethnography) 3. Focus is on the customer journey – not merely your own touch points 4. Emphasis on identifying and winning the moments of truth 5. Rapid, low-fidelity service prototyping 6. Open innovation – including the customer in the earliest stages 7. Open innovation – bringing together a unique value network 8. Creating evidence of the brand attributes within the touch points 9. Use of storytelling to convey the experience intent 10. Overcoming metrics that run counter to creating compelling experiences Source: Customer Perspectives on Service Innovation

1. Start with unmet user needs, not new ideas

2. Research methods are based on deep customer empathy (e.g.,

ethnography)

3. Focus is on the customer journey – not merely your own touch points

4. Emphasis on identifying and winning the moments of truth

5. Rapid, low-fidelity service prototyping

6. Open innovation – including the customer in the earliest stages

7. Open innovation – bringing together a unique value network

8. Creating evidence of the brand attributes within the touch points

9. Use of storytelling to convey the experience intent

10. Overcoming metrics that run counter to creating compelling experiences

“ Unsuccessful leaders often display stereotypical fallacies in their thinking.” -Sternberg

“ Unsuccessful leaders often display stereotypical fallacies in their thinking.”

-Sternberg

Stereotypical Fallacies Against Innovative Leadership Egocentric fallacy Invulnerability fallacy Omnipotent fallacy Unrealistic optimism fallacy Omniscience fallacy

Egocentric fallacy

Invulnerability fallacy

Omnipotent fallacy

Unrealistic optimism fallacy

Omniscience fallacy

“ The best organisations understand design and do not see innovation as something happening in a laboratory on its own” - Joe Heapy, Co-founder and Director, Engine.

“ The best organisations understand design and do not see innovation as something happening in a laboratory on its own”

- Joe Heapy, Co-founder and Director, Engine.

Characteristic Features of Innovative Leadership Guidance Ground breaking Control Novel Direction Modern Inventive Headship Pioneering

Guidance

Ground breaking

Control

Novel

Direction

Modern

Inventive

Headship

Pioneering

Thinking Skills in Innovation Multi-screen Thinking vs. Spot Thinking Abstract Thinking vs. Specific Thinking Breakthrough Thinking vs. Trade-off Thinking Intensification Thinking vs. Sheltered Thinking Non-linear Thinking vs. Linear Thinking Diversity Thinking vs. Uniformity Thinking Structured Thinking vs. Random Thinking Ideality Thinking vs. Consumption Thinking Ultimate Goal Thinking vs. Shallow Thinking Evolutionary Thinking vs. Random Thinking Long-Term Thinking vs. Short-Term Thinking Wild Thinking vs. Grounded Thinking Analytical Thinking vs. Jump-to-Solution Thinking Problem Flow Thinking vs. Single Solution Thinking Source: Valeri Souchkov, Power Thinking Skills For Innovative Leadership

Multi-screen Thinking vs. Spot Thinking

Abstract Thinking vs. Specific Thinking

Breakthrough Thinking vs. Trade-off Thinking

Intensification Thinking vs. Sheltered Thinking

Non-linear Thinking vs. Linear Thinking

Diversity Thinking vs. Uniformity Thinking

Structured Thinking vs. Random Thinking

Ideality Thinking vs. Consumption Thinking

Ultimate Goal Thinking vs. Shallow Thinking

Evolutionary Thinking vs. Random Thinking

Long-Term Thinking vs. Short-Term Thinking

Wild Thinking vs. Grounded Thinking

Analytical Thinking vs. Jump-to-Solution Thinking

Problem Flow Thinking vs. Single Solution Thinking

7 Dimensions of Strategic Innovation A Managed Innovation Process: Combining non-traditional and traditional approaches to business strategy. Strategic Alignment: Building support. Industry Foresight: Understanding articulated emerging trends. Consumer/ Customer Insight: Understanding articulated and unarticulated needs. Core Technologies and Competencies: Leveraging and extending corporate assets. Organisational Readiness: The ability to take action. Disciplined Implementation: Managing the path from inspiration to business impact. Source: Innovation Point

A Managed Innovation Process: Combining non-traditional and traditional approaches to business strategy.

Strategic Alignment: Building support.

Industry Foresight: Understanding articulated emerging trends.

Consumer/ Customer Insight: Understanding articulated and unarticulated needs.

Core Technologies and Competencies: Leveraging and extending corporate assets.

Organisational Readiness: The ability to take action.

Disciplined Implementation: Managing the path from inspiration to business impact.

Systemic Approach to Innovation Source: Vadim Kotelnikov Marketing Innovation Organisational Innovation Product Innovation Strategy Innovation Technology Innovation Process Innovation Business Innovation

Business Innovation Shifting the dimensions of Business Model Examples General Electric: Evolving one of the most competitive firms Coscharis: Resolving multiple value streams into total value proposition

Shifting the dimensions of Business Model

Examples

General Electric: Evolving one of the most competitive firms

Coscharis: Resolving multiple value streams into total value proposition

Organisational Innovation Shifting from Industrial to Knowledge-Driven Organisation (Learning, Teaching and Coaching) Examples Microsoft Corporation: Raising average intelligence quotient of employees First Bank: Eliminating internal bureaucracy and building internal capacity for upward change

Shifting from Industrial to Knowledge-Driven Organisation (Learning, Teaching and Coaching)

Examples

Microsoft Corporation: Raising average intelligence quotient of employees

First Bank: Eliminating internal bureaucracy and building internal capacity for upward change

Strategy Innovation Shifting from Strategic Rigidity to Flexibility in Approaching Opportunities Examples Charles Schwab: Development of corporate guiding principles for leveraging opportunities Zenith Bank: Realignment of strategic intent to expansion opportunities

Shifting from Strategic Rigidity to Flexibility in Approaching Opportunities

Examples

Charles Schwab: Development of corporate guiding principles for leveraging opportunities

Zenith Bank: Realignment of strategic intent to expansion opportunities

Technology Innovation Developing Radical Innovation Capability and Strategic Alignment of Technology Portfolio. Examples Zensys: Wireless technology for controlling home lighting, entertainment and security systems MTN: Collaboration with Innovation Hub’s Coachlab for advancement of Innovative Technology

Developing Radical Innovation Capability and Strategic Alignment of Technology Portfolio.

Examples

Zensys: Wireless technology for controlling home lighting, entertainment and security systems

MTN: Collaboration with Innovation Hub’s Coachlab for advancement of Innovative Technology

Process Innovation Shifting from Functional to Cross-Functional Process Methodology and Integration of Novel Process Systems Such as Lean and EBPM. Examples Fidelity Investments: Process improvement for boosting financial solution RusselSmith: Process optimization for safety and quality enhancement

Shifting from Functional to Cross-Functional Process Methodology and Integration of Novel Process Systems Such as Lean and EBPM.

Examples

Fidelity Investments: Process improvement for boosting financial solution

RusselSmith: Process optimization for safety and quality enhancement

Product Innovation Developing new products for providing customer satisfaction and veritable solution Examples Multispectral Solutions: Development of Ultra Wideband product technology for RFID, wireless communications, radar and geo-positioning Starcomms: Introduction of iZap super fast broad band internet connection into the Nigerian Market

Developing new products for providing customer satisfaction and veritable solution

Examples

Multispectral Solutions: Development of Ultra Wideband product technology for RFID, wireless communications, radar and geo-positioning

Starcomms: Introduction of iZap super fast broad band internet connection into the Nigerian Market

Marketing Innovation Exploring Value, Customer-Centricity and Competitive Advantage for Novel Positioning Examples Dell Computers: Development of customer partnership for tracking and exploiting value engineering Friesland Foods (WAMCO): Built competitive advantage based on value-driven branding

Exploring Value, Customer-Centricity and Competitive Advantage for Novel Positioning

Examples

Dell Computers: Development of customer partnership for tracking and exploiting value engineering

Friesland Foods (WAMCO): Built competitive advantage based on value-driven branding

Empowering Cross-Functional Teams for Leading Innovation Define what work is required Identify the key interdependencies Parse the innovation subtask to small, interlocking teams with defined leaders Agree on goals, schedule, and accountability Provide resources but stay out of each team’s task unless it is not meeting its major commitments Craft the firm’s overall shape, keep all the subtasks together, and link non-adjacent subtasks as necessary Source: Christopher Meyer, Relentless Growth

Define what work is required

Identify the key interdependencies

Parse the innovation subtask to small, interlocking teams with defined leaders

Agree on goals, schedule, and accountability

Provide resources but stay out of each team’s task unless it is not meeting its major commitments

Craft the firm’s overall shape, keep all the subtasks together, and link non-adjacent subtasks as necessary

Customer-Inspired Innovation • Customer-Inspired Innovation is the imaginative discovery of new business concepts (products, services, business models, strategies, etc.) by matching deep insight into customer needs with an organization’s capabilities in unprecedented ways • New insight into customers’ needs are discovered, new growth opportunities are identified, new organizational competencies are mobilized, new solutions are created • “ Articulated Customer Needs” – Needs that are recognized and communicated (stated) by customers • “ Unarticulated Customer Needs” – Needs unrecognized by customers that – when recognized and satisfied – lead to products and services that delight them • While exploring customer behavior the challenge is to “read between the lines” and “make non-obvious connections” Source: InnovationPoint

• Customer-Inspired Innovation is the imaginative discovery of new business concepts (products, services, business models, strategies, etc.) by matching deep insight into customer needs with an organization’s capabilities in unprecedented ways

• New insight into customers’ needs are discovered, new growth opportunities are identified, new organizational competencies are mobilized, new solutions are created

• “ Articulated Customer Needs” – Needs that are recognized and communicated (stated) by customers

• “ Unarticulated Customer Needs” – Needs unrecognized by customers that – when recognized and satisfied – lead to products and services that delight them

• While exploring customer behavior the challenge is to “read between the lines” and “make non-obvious connections”

A successful Innovative Leader must provide guidance for implementation of innovation culture in every stratum of organisational hierarchy.

A successful Innovative Leader must provide guidance for implementation of innovation culture in every stratum of organisational hierarchy.

Obstacles to Innovation Lack of a shared vision, purpose and/or strategy Innovation not articulated as a company-wide commitment Lack of ownership by Senior Leaders Constantly shifting priorities Short-term thinking Internal process focus rather than external customer focus Focus on successes of the past rather than the challenges of the future Unwillingness to change in the absence of a burning platform Politics — efforts to sustain the status quo to support entrenched interests Rewarding crisis management rather than crisis prevention Hierarchy — over-management and review of new ideas Under-funding of new ideas in the name of sustaining current efforts Reluctance to kill initiatives that are not succeeding, but have been funded and staffed Fear that criticizing current practices and commitments is a high-risk activity Workforce workloads (i.e. too much to do, not enough time) Risk aversion (i.e. punishment for "failure") Micromanagement Inelegant systems and processes Addiction to left-brained, analytical thinking ("data is God") Absence of user-friendly idea management processes Unwillingness to acknowledge and learn from past "failures" Inadequate understanding of customers Innovation not part of the performance review process Lack of skillful brainstorm facilitation Lack of "spec time" to develop new ideas and opportunities Inadequate "innovation coaching" No creative thinking training No reward and recognition programs "Innovation" relegated to R&D Source: Mitchell Ditkoff

Lack of a shared vision, purpose and/or strategy

Innovation not articulated as a company-wide commitment

Lack of ownership by Senior Leaders

Constantly shifting priorities

Short-term thinking

Internal process focus rather than external customer focus

Focus on successes of the past rather than the challenges of the future

Unwillingness to change in the absence of a burning platform

Politics — efforts to sustain the status quo to support entrenched interests

Rewarding crisis management rather than crisis prevention

Hierarchy — over-management and review of new ideas

Under-funding of new ideas in the name of sustaining current efforts

Reluctance to kill initiatives that are not succeeding, but have been funded and staffed

Fear that criticizing current practices and commitments is a high-risk activity

Workforce workloads (i.e. too much to do, not enough time)

Risk aversion (i.e. punishment for "failure")

Micromanagement

Inelegant systems and processes

Addiction to left-brained, analytical thinking ("data is God")

Absence of user-friendly idea management processes

Unwillingness to acknowledge and learn from past "failures"

Inadequate understanding of customers

Innovation not part of the performance review process

Lack of skillful brainstorm facilitation

Lack of "spec time" to develop new ideas and opportunities

Inadequate "innovation coaching"

No creative thinking training

No reward and recognition programs

"Innovation" relegated to R&D

11 Practice Tips for Innovation Provide strategic alignment Define the innovation process publicly Build cross-functional expertise Establish a creative chaos environment Challenge assumptions Cross Pollinate Reward idea generation Experiment to pursue opportunities Allow freedom to fail Measure the progress Make business fun Source: Vadim Kotelnikov

Provide strategic alignment

Define the innovation process publicly

Build cross-functional expertise

Establish a creative chaos environment

Challenge assumptions

Cross Pollinate

Reward idea generation

Experiment to pursue opportunities

Allow freedom to fail

Measure the progress

Make business fun

The Case Of Innovation in Unilever

The Case

Of

Innovation in Unilever

Background Until 1990 • Highly decentralized • Federation of Companies • 5 Central Laboratories • Common Code of Business Principles • Innovation and Marketing all at Company level (circa 200)

Until 1990

• Highly decentralized

• Federation of Companies

• 5 Central Laboratories

• Common Code of Business Principles

• Innovation and Marketing all at Company level (circa 200)

Start of Modern Innovation Journey 1990-1995 • Conference to establish need for Innovation Process • Dedicated Innovation Resources • Development of Concept of Innovation Centers • Random software developments • 14,000 odd databases were created • Some innovations at Innovation Centers

1990-1995

• Conference to establish need for Innovation Process

• Dedicated Innovation Resources

• Development of Concept of Innovation Centers

• Random software developments

• 14,000 odd databases were created

• Some innovations at Innovation Centers

Unilever’s Mission Unilever's mission is to add vitality to life. We meet everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life.

Unilever's mission is to add vitality to life.

We meet everyday needs for nutrition,

hygiene, and personal care with brands that

help people feel good, look good and get

more out of life.

In The Evolving Journey 2005 onwards • Additional features – Group Executive announced – R&D aligned within the businesses – Focus is on Consumers, Brands & Customers

2005 onwards

• Additional features

– Group Executive announced

– R&D aligned within the businesses

– Focus is on Consumers, Brands & Customers

Key Features of Unilever Innovation Process Management Objectives Big, bold consumer relevant innovations - rolled out fast; and we always remind ourselves that: - The process is only there to help enable innovation: the IT software is just to support the process.

Objectives

Big, bold consumer relevant innovations -

rolled out fast; and we always remind

ourselves that:

- The process is only there to help enable

innovation: the IT software is just to support

the process.

Key Features of Unilever Innovation 1 • Innovation is Consumer focused – Unilever reach in 150 countries – Respect for individual tastes, preferences and way of living • All the 16,000 people who are involved in Innovation are connected via a common software in all the countries around the world – Global Community on line with common purpose • Senior people manage, allocate and guide resources – Senior management commitment

• Innovation is Consumer focused

– Unilever reach in 150 countries

– Respect for individual tastes, preferences and way of living

• All the 16,000 people who are involved in Innovation are connected via a common software in all the countries around the world

– Global Community on line with common purpose

• Senior people manage, allocate and guide resources

– Senior management commitment

Key Features of Unilever Innovation 2 • Regular meeting mechanism to review and move the Innovation agenda ahead • Formal process to seize opportunities and to make business daring – To manage risks and to assess opportunities • The Innovation output is measured by three Key Performance Indicators; viz Underlying Volume Growth, Innovation Rate and Expenditure on R&D – What you measure is what people focus on

• Regular meeting mechanism to review and move

the Innovation agenda ahead

• Formal process to seize opportunities and to make

business daring

– To manage risks and to assess opportunities

• The Innovation output is measured by three Key Performance Indicators; viz Underlying Volume Growth, Innovation Rate and Expenditure on R&D

– What you measure is what people focus on

Key Features of Unilever Innovation 3 • There is formal process of capturing learning to build a continuous learning organisation • There is a Steering Group and network of Innovation to keep the capability building programmes, processes and systems leading edge

• There is formal process of capturing learning to build a continuous learning organisation

• There is a Steering Group and network of

Innovation to keep the capability building

programmes, processes and systems leading

edge

Key Features of Unilever Innovation 4 Capability building programmes • Leadership Courses • Marketing Academy Courses • Project Management and Creativity Modules/Facilitations

Capability building programmes

• Leadership Courses

• Marketing Academy Courses

• Project Management and Creativity Modules/Facilitations

Key Learning 1 Picklist codings highlighted the enormous complexity of managing 1800 odd brands, hence Brand Focus Initiative: – To focus on 40 Power Brands • Like many other companies, Consumer Disconnect became apparent when the modern journey began, hence this initiative on Consumer Re-connect • Brand fragmentation had created a weak and inefficient supply chain system, hence the World Class Supply Chain Initiative

Picklist codings highlighted the enormous

complexity of managing 1800 odd brands, hence

Brand Focus Initiative:

– To focus on 40 Power Brands

• Like many other companies, Consumer Disconnect became apparent when the modern journey began, hence this initiative on Consumer Re-connect

• Brand fragmentation had created a weak and inefficient supply chain system, hence the World Class Supply Chain Initiative

Key Learning 2 To make Innovation top of the mind agenda has resulted in Enterprise Culture Initiative in which leadership is being focused on growth • Common process and systems have brought simplicity and focus towards growth • Advent of E-Economy coupled with other developments in Market Environment like growing Service Sectors gave impetus to innovate new-Channels hence the initiative on Pioneering New Channels

To make Innovation top of the mind agenda has resulted in Enterprise Culture Initiative in which leadership is being focused on growth

• Common process and systems have brought simplicity and focus towards growth

• Advent of E-Economy coupled with other developments in Market Environment like growing Service Sectors gave impetus to innovate new-Channels hence the initiative on Pioneering New Channels

Dr. Elijah Ezendu is a multidisciplinary professional whose business experience mounts through diverse fields. He is a Certified Management Consultant, licensed by International Council of Management Consulting Institutes which has a Special Consultative Status in United Nations Economic and Social Council. As a result of his strides in management consulting, he received Merit Award for Excellence in Consulting. He is concurrently Senior Partner, Shevach Consulting; Director of Strategy and Performance, Fortuna; Lead Assessor and Member of Governing Council, Institute of Management Consultants; Director of Training, International Council of Business Development Professionals; Member of Marketing Committee, International Council of Management Consulting Institutes; Honorary Global Advisor, International Project Management Commission; and Programme Coordinator (Nigeria), Regent Business School, South Africa. He holds a doctoral degree in Management from St. Clements University, British West Indies. He is a Chartered Manager certified by Canadian Institute of Management, Canada and holds numerous professional qualifications including Master Project Manager; Project Manager E-Business; Fellow, Institute of Management Consultants; Fellow, Certified Institute of Cost Management; Fellow, Institute of Business Development; Fellow, American Academy of Financial Management; Fellow, Institute of Internal Auditors; Member, Nigerian Institute of Training and Development; Member, Institute of Analytics Professionals; Associate, Chartered Institute of Personnel Management of Nigeria; Associate, Chartered Institute of Arbitrators (Nigeria). He is a Certified Business Development Analyst and Competitive Intelligence Professional. Additionally, he is an information technology management professional certified by Institute for the Management of Information Systems, UK along with Microsoft Corporation, USA and stands as a Member of International Association of Software Architects. He is an outstanding motivational speaker with a knack for recalibration of positive influence; and a world-class consultant, who has functioned as Speaker/Facilitator at myriad programmes of professional institutes, international development organisations, private and public firms including extra-governmental agencies and institutions. He is a prolific writer and author who had served as Editor-in-Chief, Cost Management Journal; Part-Time Lecturer & External Examiner (MBA Programme), Ladoke Akintola University of Technology; Director of MBA Programme (Nigerian Outreach), Management Institute of Canada; Chief Operating Officer, Rohan Marine; Second Vice President and Member of Governing Council, Certified Institute of Cost Management; Director of Programmes and Member of Governing Council, The Institute of Business Development; Director, Refined Shipping; and Examiner to various Professional Institutes.

Dr. Elijah Ezendu is a multidisciplinary professional whose business experience mounts through diverse fields. He is a Certified Management Consultant, licensed by International Council of Management Consulting Institutes which has a Special Consultative Status in United Nations Economic and Social Council. As a result of his strides in management consulting, he received Merit Award for Excellence in Consulting. He is concurrently Senior Partner, Shevach Consulting; Director of Strategy and Performance, Fortuna; Lead Assessor and Member of Governing Council, Institute of Management Consultants; Director of Training, International Council of Business Development Professionals; Member of Marketing Committee, International Council of Management Consulting Institutes; Honorary Global Advisor, International Project Management Commission; and Programme Coordinator (Nigeria), Regent Business School, South Africa. He holds a doctoral degree in Management from St. Clements University, British West Indies. He is a Chartered Manager certified by Canadian Institute of Management, Canada and holds numerous professional qualifications including Master Project Manager; Project Manager E-Business; Fellow, Institute of Management Consultants; Fellow, Certified Institute of Cost Management; Fellow, Institute of Business Development; Fellow, American Academy of Financial Management; Fellow, Institute of Internal Auditors; Member, Nigerian Institute of Training and Development; Member, Institute of Analytics Professionals; Associate, Chartered Institute of Personnel Management of Nigeria; Associate, Chartered Institute of Arbitrators (Nigeria). He is a Certified Business Development Analyst and Competitive Intelligence Professional. Additionally, he is an information technology management professional certified by Institute for the Management of Information Systems, UK along with Microsoft Corporation, USA and stands as a Member of International Association of Software Architects. He is an outstanding motivational speaker with a knack for recalibration of positive influence; and a world-class consultant, who has functioned as Speaker/Facilitator at myriad programmes of professional institutes, international development organisations, private and public firms including extra-governmental agencies and institutions. He is a prolific writer and author who had served as Editor-in-Chief, Cost Management Journal; Part-Time Lecturer & External Examiner (MBA Programme), Ladoke Akintola University of Technology; Director of MBA Programme (Nigerian Outreach), Management Institute of Canada; Chief Operating Officer, Rohan Marine; Second Vice President and Member of Governing Council, Certified Institute of Cost Management; Director of Programmes and Member of Governing Council, The Institute of Business Development; Director, Refined Shipping; and Examiner to various Professional Institutes.

Merci Beaucoup For additional information: Dr. Elijah Ezendu elezendu@yahoo.com, 234 8033024596, 234 8058835237