The client was a medium-sized company in the food industry with around 360 employees. The reason for the interim mandate was an empty new product pipeline and various projects that had been started but not completed. The interim manager took over the leadership of national innovation management. His task was to ensure that new products or product lines were regularly launched in the food retail sector on a sustainable basis. In particular, new ideas and projects were to be found in the short term.
In addition, the task was to establish continuous innovation and product management in the long term. The aim was to create a long-term strategy and associated processes that would consistently produce successful new product launches. The position of interim manager was attached to a staff unit with links to marketing, product management and technical product development.
Market evaluation of innovations
In the first phase of the project, the focus was on analyzing the situation. Why were the new products not as successful as desired? Why were there not a steady stream of new projects? What is available to build on? It turned out that the company was basically set up very professionally. There were many ideas, good project approaches and professional product development. However, there was a lack of levers to evaluate ideas and projects in line with the market. Rather, the development was based on internal company decision-making parameters until well into the product development phase.
The interim manager's task was therefore to get the organization to face the market and check early on in the development process how successful an idea could be before investing in it. It was also about revitalizing the momentum of new product development, which had been lost due to the few successes of the past.
Instruments introduced to assess market potential
In the course of the next phase, the interim manager introduced instruments to quickly and efficiently review and evaluate the probability of success of ideas and projects. These included, for example, concept development in the early stages, online consumer surveys and potential analyses. Over time, these instruments lead to increasingly precise results. The result is a learning system that is constantly improving. As the statements from the tool reflect the market environment, the organization saves itself a lot of potential for conflict. The investments in an idea in product development can then also be better estimated.
Collaborative work on ideas for innovations strengthens motivation
On the other hand, the interim manager initiated a central database in which all ideas for innovations are collected. The interim manager involved large parts of the entire organization and relevant service providers in this process. Ultimately, many internal departments collected ideas over a period of weeks. This gave new impetus, identification with the company's products and raised awareness that innovation needs to be lived out by the entire organization.
Innovation management sustainably developed and established
In the final phase, the interim manager combined national innovation management with the international pool of ideas. He stabilized the discussion about potential by first testing national approaches on the national market - and only sending them into the international arena if they were successful.
In order to implement this innovation approach beyond the mandate, the company created a position for innovation management on the advice of the interim manager. This person was intensively trained by the interim manager and supported until the role was fully taken over.
