2
Making the difference with sustaining
innovation
CONFIDENTIAL
Bart Carpentier
Retail equipment innovator, the coca-cola ...
Confidential—ForInternalUseOnly
3
Mature environments can get stuck
Confidential—ForInternalUseOnly
4
Mature environments can get stuck
… innovating here requires strength … and method
Confidential—ForInternalUseOnly
5
Mature market:
14 million retail machines, growing slowly and gently
Mature business:
in...
Confidential—ForInternalUseOnly
6
Confidential—ForInternalUseOnly
7
Confidential—ForInternalUseOnly
8
Confidential—ForInternalUseOnly
9
Confidential—ForInternalUseOnly
10
Confidential—ForInternalUseOnly
11
Confidential—ForInternalUseOnly
12
Coca-Cola is totally mature
but it manages to innovate itself
Confidential—ForInternalUseOnly
13
Confidential—ForInternalUseOnly
14
Innovating is real work
Confidential—ForInternalUseOnly
15
Creating something remarkable
Innovating?
Being original
Triggering passion
Confidential—ForInternalUseOnly
16
Confidential—ForInternalUseOnly
17
Know your context
Understand your business environment and turn it into opportunities.
...
Confidential—ForInternalUseOnly
18
Know your context
and challenge it ...!
Set boundaries with the right width
Confidential—ForInternalUseOnly
19
Defeat some of the managerial forces
Management is risk-adverse, wants predictable busi...
Confidential—ForInternalUseOnly
20
Be bold
Be courageous
Be ambitious
Confidential—ForInternalUseOnly
21
Confidential—ForInternalUseOnly
22
Generate a wide range of interesting concepts or solutions
Confidential—ForInternalUseOnly
23
You’ll need lots of ideas!
Get creativity embedded
… not merely tolerated
Confidential—ForInternalUseOnly
24
The nature of the animal
Creativity likes pressure
Confidential—ForInternalUseOnly
25
Tools can stimulate creativity
The nature of the animal
Confidential—ForInternalUseOnly
26
Creativity is vulnerable
The nature of the animal
Confidential—ForInternalUseOnly
27
The nature of the animal
Creativity asks for discipline
Confidential—ForInternalUseOnly
28
Confidential—ForInternalUseOnly
29
Confidential—ForInternalUseOnly
30
Companies are innovating
at least for business continuity
and preferably for business g...
Confidential—ForInternalUseOnly
31
Bring the innovative idea to life
We now have an idea with apparently a promising poten...
Confidential—ForInternalUseOnly
32
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Innovation day 2013 3.4 bart carpentier (the coca-cola company) - innovating mature businesses

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Innovation day 2013 3.4 bart carpentier (the coca-cola company) - innovating mature businesses

  1. 1. 2 Making the difference with sustaining innovation CONFIDENTIAL Bart Carpentier Retail equipment innovator, the coca-cola company bcarpentier@coca-cola.com THEME 3 : HOW TO ORGANIZE FOR INNOVATION – BASED ON CASES
  2. 2. Confidential—ForInternalUseOnly 3 Mature environments can get stuck
  3. 3. Confidential—ForInternalUseOnly 4 Mature environments can get stuck … innovating here requires strength … and method
  4. 4. Confidential—ForInternalUseOnly 5 Mature market: 14 million retail machines, growing slowly and gently Mature business: investing, while simplifying the business, the portfolio and the supply base Mature technology: one concept, one production system, one cooling technology Mature industry: not more than a few established main suppliers Is Coca-Cola’s retail equipment business mature?
  5. 5. Confidential—ForInternalUseOnly 6
  6. 6. Confidential—ForInternalUseOnly 7
  7. 7. Confidential—ForInternalUseOnly 8
  8. 8. Confidential—ForInternalUseOnly 9
  9. 9. Confidential—ForInternalUseOnly 10
  10. 10. Confidential—ForInternalUseOnly 11
  11. 11. Confidential—ForInternalUseOnly 12 Coca-Cola is totally mature but it manages to innovate itself
  12. 12. Confidential—ForInternalUseOnly 13
  13. 13. Confidential—ForInternalUseOnly 14 Innovating is real work
  14. 14. Confidential—ForInternalUseOnly 15 Creating something remarkable Innovating? Being original Triggering passion
  15. 15. Confidential—ForInternalUseOnly 16
  16. 16. Confidential—ForInternalUseOnly 17 Know your context Understand your business environment and turn it into opportunities. Understand the challenge (technical issue / consumer need …) Explore the brief with the problem owner to clarify direction Ensure alignment and inspire the team Innovate for reasons Reasons at company level or at project level
  17. 17. Confidential—ForInternalUseOnly 18 Know your context and challenge it ...! Set boundaries with the right width
  18. 18. Confidential—ForInternalUseOnly 19 Defeat some of the managerial forces Management is risk-adverse, wants predictable business Quality managers hate avoidable technical risks Procurement needs supply chain standardization Operations want simplicity and efficiency Legal officers prefer avoiding conflicts over IP Finances hates investing in unpredictable ventures Successful innovation only happens if enthusiastically supported by the top
  19. 19. Confidential—ForInternalUseOnly 20 Be bold Be courageous Be ambitious
  20. 20. Confidential—ForInternalUseOnly 21
  21. 21. Confidential—ForInternalUseOnly 22 Generate a wide range of interesting concepts or solutions
  22. 22. Confidential—ForInternalUseOnly 23 You’ll need lots of ideas! Get creativity embedded … not merely tolerated
  23. 23. Confidential—ForInternalUseOnly 24 The nature of the animal Creativity likes pressure
  24. 24. Confidential—ForInternalUseOnly 25 Tools can stimulate creativity The nature of the animal
  25. 25. Confidential—ForInternalUseOnly 26 Creativity is vulnerable The nature of the animal
  26. 26. Confidential—ForInternalUseOnly 27 The nature of the animal Creativity asks for discipline
  27. 27. Confidential—ForInternalUseOnly 28
  28. 28. Confidential—ForInternalUseOnly 29
  29. 29. Confidential—ForInternalUseOnly 30 Companies are innovating at least for business continuity and preferably for business growth Selecting the best ideas: the only filter is the business case If the business case calculation looks at all parameters: • fit with the company objectives and strategy • fit with evolutions and consumer expectations • technical risk and required investments • available knowhow and intended roadmap • the time horizon
  30. 30. Confidential—ForInternalUseOnly 31 Bring the innovative idea to life We now have an idea with apparently a promising potential. Refining the idea Developing the product Validating the product and the business case Detailed engineering and testing Creating the supply chain and production Organizing sales and support x x
  31. 31. Confidential—ForInternalUseOnly 32

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