13 05 2007

Jeffrey Phillips: “What’s consistent about these examples is that they both represent a defined process that people understand and have been trained to use that demonstrates measurable results. When we talk about innovation as a discipline, this is exactly what we mean. Rather than hope that ideas are created and evaluated, create a process and educate people on how it should work. Rather than wait for ideas, create the environment for teams to generate ideas and manage those ideas. Innovate consistently, rather than periodically or when the well runs dry.”

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Bruce Nussbaum: “Indeed, as companies increasingly co-create with consumers over time, the risk of innovation is further reduced.So we should be re-thinking the whole risk-reward equation when it comes to innovation. In the past, we talked about high-risk, high reward. Now perhaps it should be lower-risk, higher reward.”

Erich Joachimsthaler: “I think a much bigger opportunity for Procter & Gamble is to think of the 1,440 minutes in consumers’ everyday life and segment the market not by people, but by the activities, the projects, tasks and concerns in those moments we all live every day. For example, the company could focus on consumer moments like: daily chores when a new baby is in the home. This would focus P&G’s 86 brands around helping people, whether mom or dad or grand parents or nanny in taking care of those chores that take away from spending time with the new baby.”




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