联合利华创新管理

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1、InnovationProcessManagement(IPM)LouiseTravers1Sothemainobjectivesofthistrainingare...BriefhistoryandbackgroundofIPMLotusNotesExplainhowtouseIPMITTools(Inoplan)startingaprojectmanagingaprojectinInoplanviewingprojectsinInoplanPostLaunchEvaluationprocedureIPMsupport(network;Info&Feedback)-

2、---------------------------------------------------------------ProjectManagement(JaneTurner)RiskManagement(MikeTrevethan,YalinXu)2TheUnileverIPM-TheGoal“Big,bold,consumer-relevantinnovations-rolledoutfast”3InnovationinUnileverHistoricallypoorlymanagedprocessnopriorityorfocusfragmentedunambitious

3、UnileverP&G4UECcommittocommonUnileverIPMOnJuly31st1997theUEC'unanimouslyandenthusiastically'committedtoadoptingasinglecommonIPMacrossthewholeofUnilever.Thiswillbecomeanormalwayofworkingforallofus.It'sessentialcomponentsareallUnileverCompanieswillestablishandgat

4、ekeepafunnelfunnelscontaininnovationprojectsofallkindsthefunnelscontainthesumofallUnileverinnovativeandbrandlaunch/relaunchactivitythefunnelsandthe8QActivityPlansareelectronicallylinkedasaresultauthorisedviewerscanaccessexcellentinformationoninnovationprojectsofrelevancetothemtransparent,globalp

5、rojectinformationwillflow.5Inoplan:CurrentStatistics176CompaniesusingInoplan7558projectsintheInoplansystemincluding2213alreadybroughttomarketplusaround2390ideasinInnopad1450Brands-currently6Abitofhistory-Whathashappened/willhappenBusinessIT1997DefinitionofDevelopmentofDevelopmenttheIPMprocessthe

6、ITtool1998Training&EnablingITImplementationProjectscodinginfrastructure1999DigestionofWider&moreInstitutionalisationdiscipline/embeddingsophisticatedITculturetoolsMaximisationofBenefits(nowonwards)71.Thereareregular-preferablymonthly-GateMeetingsatwhichallstrategicdecisionsoncomp

7、anyprojectsaremade.2.TheGateMeetingischairedbytheChairman/MD(orbyexceptionotherBoardDirector)andallrelevantBoardDirectors/functionalheadsareinattendance.3.Thereisaformalprocessformonitoringrisk.4.Originalinnovationprojectswhichinvolvesubstantivecapitaland/ormarketplaceinvestmentsmu