2. Historik 1999 Innovationsinitiativ, försöksteam 2001 Utveckling av ledning och processer 2002 Processen spreds till alla anställda Resultat: Omsättning för innovativa produkter 2001 US$ 10 miljoner 2005 US$ 800 miljoner
3. Leadership and organization Vision: Every Home… Everywhere… with Pride, Passion and Performance Ledarskap Leaders are held accountable not only for the development of new products and service but also for the creation of processes and systems that foster innovation throughout the organization Loewe & Dominiquini 2006 (Strategy & Leadership)
4. Culture and values addressing cultural barriers to innovation: risk aversion not-invented-here syndrome Failure is part of learning cutting risk through experimentation routinely looks to ‘‘shelved projects”’ from other parts of the world for application in new marketplaces. Loewe & Dominiquini 2006 (Strategy & Leadership)
5. People & Skills Global Labor and Employment Guidelines bra ochseriöst hänvisning till lokalalagargenomgående! Mångaolikakompetenserbehövsiinnovationsprocessen diversity matters team med olikakompetensersättsihop allabidrar med sin kunskap kundfokus
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7. Process & Tools The Brand Studios Global Consumer Design Studios “The hard way “ that real innovation requires a lot more than simply urging thousands of employees around the world to tap into their inner designer and then waiting for the great ideas to roll in. It requires hard work, structure, and unwavering discipline. After its inauspicious start, the company retreated from the all-out effort to democratize innovation and moved to a more traditional centralized model of product development. That did the trick BusinessWeek 2006
