Embed a structured approach to innovation within the organisation to enable a more customer-centric and agile approach as well as a mechanism for seizing innovation opportunities that sit outside of traditional New Product Development.
What we did
Worked with Australian leaders across Blackmores to get alignment on the need to embed a sustainable approach to innovation within the DNA of Blackmores, as opposed to relying on a few passionate individuals. These leaders were also taught how to lead for success when it comes to supporting teams to implement their innovation toolkit – for example, by providing time and autonomy to work on innovation projects and the support to get out of the building and explore new ideas with customers.
Trained 3 cohorts of Innovation Champions within Australia to mentor and facilitate innovation tools throughout various teams at Blackmores, and now expanding this group of Champions to Asia.
Conducted an Innovation Maturity Index to understand Blackmores’ baseline performance on the 9 key drivers of innovation.
Developed and implemented an organisation-wide centralised innovation process.
Engaged the broader Blackmores community in building innovation capability by running innovation workshops at the annual supplier conference, attended by over 150 of Blackmores’ suppliers.
Delivered expert innovation mentoring to Innovation Champions to support their application of the innovation toolkit and process to Blackmores-relevant projects.
The Blackmores Executive Team are now aligned on the importance of embedding innovation within Blackmores and adopting a strategic and customer-led approach to achieving growth through innovation.
With the formal launch of the Blackmores Game Changers program, employees from diverse teams such as IT, Finance, Quality & Regulatory and Sourcing are now asking what problems need to be solved for customers and contributing to innovation at Blackmores, rather than innovation being confined to Marketing and NPD teams.
Ideas are now being taken through a rapid and lean experimentation process, which has saved Blackmores hundreds of thousands of dollars in wasted resources.
An experimental mindset and approach is now being adopted across the organisation for new ideas and projects, ensuring that less time and money is spent on failed projects and customers are at the heart of all innovation efforts.
A physical space – the Blackmores Game Changer Lab – has been created. This Lab serves as a simple environment that has the tools to lead innovation workshops at the fingertips of the employees within Blackmores and is presently being utilised daily.
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