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P&G sought to develop a probiotic solution to restore digestive balance to those suffering from IBS. However, initial market research by a third party suggested that demand was too low to justify future investment.
Given the risk and the small size of the market, P&G had considered killing the project. However, the team was convinced that there remained a great unmet need, and set out to explore how it might design a solution for the market.
P&G ran multiple simulations in order to highlight which variable to test. This led to the discovery that success hinged on repeat purchases.
An in-market trial was conducted to measure how frequently people would purchase P&G's probiotic pills again. Results were positive, proving the initial market research wrong and leading to increased investment and scale.
Align is now in-market, helping to alleviate IBS discomfort, an ailment affecting over 15% of people in the US and 30% in Latin America and Asia.
It is also a leading probiotic supplement in a fast-growing new global market, and has gone on to win a gold medal at the Edison Awards for best new product in the consumer packaged goods category, and a Nielsen Breakthrough Innovation award for generating cumulative two-year sales of $50-$100 million.
Kraft faced a critical challenge with younger consumers, who had drifted away from many of its brands. With these brands facing dimming growth prospects, Kraft sought to find new ways to connect to this large group of customers.
It set out a task force to understand the habits of the group it dubbed "GenNow", and to develop growth strategies for this market.
Kraft conducted deep market research, and held a series of multifunctional ideation sessions that led to the approval to pilot a "Mobile Morsels" idea.
An in-market test was executive within 90 days, where a single truck was deployed to office complexes, selling hot pizza to office workers to test critical assumptions such as customer demand, optimal locations, and service viability.
The team made great strides in a short time and generated rich insights into their business. Consumers reacted positively, and the team uncovered a path to lasting and compelling concept. Kraft eventually sold the brand to Nestle, which decided not to continue the project. However, the project built new capabilities for innovation, and helped set the stage for success in Kraft's breakthrough innovation unit.
A leading pharmaceutical company was facing increasing competitive pressure even as patents were running out. The company sought to expand its market for ADHD drugs in a priority Asian market.
The company interviewed and observed extensively physicians, parents, teachers and children with ADHD to determine Jobs to Be Done. It ran a series of ideation and business model design sessions to develop and prioritize top solutions.
The company developed a new digital solution to raise awareness and drive adherence, that both grew the broader category and helped the company achieve the leading market position with over 50% market share.
A major fast food company was facing declining profits and stiff competition from new entrants. It sought to discover opportunities in key geographical markets for the next 3 to 5 years.
The company uncovered unsatisfied jobs to be done around food experiences by conducting customer interviews. The team then designed business models around shortlisted opportunity areas.
Fifteen new growth opportunities were identified, and these were further shortlisted to four growth platforms to build businesses around. The effort helped to accelerate a key digital initiative that transformed the in-store ordering experience.
A multinational corporation selling food products identified the broader Maternal Health market as a new strategic imperative for the company. However, the category accounted for a very small proportion of its business and was not growing.
The company sought to define a robust strategy to accelerate growth in Maternal Health, with the goal of making it a sustainable, sizable, and profitable business in 5 years.
The company took three business ideas to the market by discovering key jobs to be done, and translated this into strategic opportunity areas to focus on.
After uncovering unmet jobs to be done and shortlisting opportunity areas, the company developed detailed business models. Eventually, it invested in three primary business ideas.
A consumer packed goods company had already designed a service model to provide nutritional offerings to elderly consumers. They sought help with designing quick-hit experiments to address critical assumptions about their business model.
The project entailed designing a detailed transaction test to determine the feasibility of the business model. This included conducting in-depth customer interviews before, during, and after the test to refine their service offering that tailored to their target customer profile.
Learning from in-market tests and interviews gave the client confidence to pursue a service concept in an unconventional space for a consumer packaged goods company. A market-validated business model with a stronger value proposition emerged as a result of the insights gained from the test.
A leading education provider was the disruptor in the higher education space. However, in recent years, most of its growth has been inorganic (M&A), and the innovation pipeline had slowed down. It faced disruptive threats from low-cost Massively Open Online Courses (MOOCs), rising costs of developing and delivering education, as well as political headwinds against for-profit universities.
A series of three strategic dialogues involving its senior leadership helped the international education provider drive internal alignment on strategy. This involved identifying the organization’s strategic vision, determining possible future states for the business, and identifying and prioritizing a portfolio of strategic opportunity areas.
A set of six strategic opportunity areas were prioritized and progressed along the budgeting process. The team accelerated plans against key opportunity areas, and publicly announced a set of large partnerships and acquisitions. These included a partnership with one of the largest MOOCs, as well as a significant investment in an international business school.
A leading global media company realized it was not immune from disruption. The company enjoyed enviable profits, but knew its current profit model would be insufficient to meet its 10 year growth goals. It needed to adapt to shifts in consumer habits, a new value chain (i.e. production, distribution), and competition from emerging media and technology companies. The media company sought to align on a long-term growth strategy and roadmap to deliver growth.
The company created a new enterprise strategy by adopting the Future Strategy approach. This involved leadership alignment on the future of media, quantifying the organization’s growth gap, and identifying high potential opportunities in the organization’s core and new businesses.
As a result, the company built a foundation to guide future growth. They developed a growth strategy with a portfolio of strategic opportunity areas, as well as a structure and process for allocating resources and pursuing growth.
The Human Resources department at a global telecommunications company sought to instill a culture of innovation as part of its transformation goals, but struggled with a range of organizational blockers that hindered innovation.
The company brought together its top Human Resources leaders for a workshop that aligned on their desired culture for the company, defined priority ways of working, identified critical organizational culture blockers, and designed a series of Behavioral Enablers, Artifacts and Nudges (BEANs) that would help drive the new culture.
The company's Human Resources department rallied around their newly defined culture. They designed and piloted four workplace practices within Human Resources, and established plans to spread the successful pilots throughout the organization to drive culture change at a broader scale.
A multinational financial institution had a vision for an innovative culture, but sought to find a way to more purposefully move towards its vision and hardwire this culture throughout the organization.
The company undertook a deep diagnostic of its existing culture, and embarked on a series of workshops with key stakeholders to define and align on its desired future culture. It sought to identify the specific behaviors that would characterize its new culture and the specific blockers standing in the way of success. The company then designed interventions to encourage the behaviors and overcome the blockers, and refined these interventions through work with pilot teams.
The company identified five ways of working underpinning their desired culture. Four workplace practices were designed, piloted, and rolled out to the wider organization via a specially commisioned team of catalysts. The initiatives resulted in meaningful improvements in behavioral metrics within a matter of months.
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