【精品课件】联合利华创新管理
1999
Digestion of
Institutionalisation discipline/embedding
culture
Maximisation of Benefits
(now onwards)
Wider & more sophisticated IT tools
The IPM Mandatories
On July 31st 1997 the UEC 'unanimously and enthusiastically' mitted to adopting a single mon IPM across the whole of Unilever. This will bee a normal way of working for all of us. It's essential ponents are
on innovation projects of relevance to them – transparent, global project information will flow.
Inoplan: Current Statistics
• 176 Companies using Inoplan • 7558 projects in the Inoplan system
– including 2213 already brought to market – plus around 2390 ideas in Innopad
• 1450 Brands- currently
A bit of history -
What has happened/will happen
– all Unilever Companies will establish and gatekeep a funnel – funnels contain innovation projects of all kinds – the funnels contain the sum of all Unilever innovative and brand
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
rolled out fast”
Innovation in Unilever
• Historically
– poorly managed process
– no priority or focus – fragmented – unambitious
UnБайду номын сангаасlever P&G
UEC mit to mon Unilever IPM
– starting a project – managing a project in Inoplan – viewing projects in Inoplan
• Post Launch Evaluation procedure • IPM support (network; Info & Feedback) ----------------------------------------------------------------
6. All projects to be entered into INOPLAN and managed via INOPLAN.
Innovation Process Management (IPM)
Louise Travers
So the main objectives of this training are...
• Brief history and background of IPM • Lotus Notes • Explain how to use IPM IT Tools (Inoplan)
• Project Management (Jane Turner) • Risk Management (Mike Trevethan, Yalin Xu)
The Unilever IPM - The Goal
B“ ig, bold ,consumer-relevant innovations -
- for all Operating Companies
1. There are regular - preferably monthly - Gate Meetings at which all strategic decisions on pany projects are made.
2. The Gate Meeting is chaired by the Chairman/MD (or by exception other Board Director) and all relevant Board Directors/functional heads are in attendance.
Business
IT
1997 Development
Definition of the IPM process
Development of the IT tool
1998 Implementation
Training & Projects coding
Enabling IT infrastructure
3. There is a formal process for monitoring risk. 4. Original innovation projects which involve substantive capital and/or
market place investments must bring Simulated Test Market evidence to Launch Gate. 5. INOPLAN to be installed in all Unilever Companies.
合集下载
《创新管理》课件
商业计划
总结词
商业计划是对创新项目进行全面的规划和管理，包括市场分析、竞争策略、财务计划等 方面。
详细描述
商业计划是对创新项目进行全面的规划和管理的重要环节，需要制定详细的市场分析、 竞争策略、财务计划等，以确保项目的顺利实施和成功。
实施与执行
总结词
实施与执行是将商业计划付诸实践的过程， 需要协调各方面资源，确保项目的顺利进行 。
02
详细描述
熊彼特认为，创新是对生产要 素的新组合，通过引入新产品 、新工艺、开辟新市场、控制 原材料供应来源等方式实现。 这种新组合能够提高生产效率 ，降低生产成本，从而获得竞 争优势。
03
总结词
04
德鲁克创新理论强调创新是企业 的一种基本职能，需要被系统地 管理和组织。
详细描述
德鲁克认为，创新不仅仅是技术 或产品的创新，还包括管理方式 、商业模式、组织结构等方面的 创新。企业需要建立创新文化， 鼓励员工提出创新意见，并建立 相应的激励机制。
创新管理的重要性
1 2
推动组织发展
创新管理能够推动组织不断进行技术、产品、市 场和管理等方面的创新，提高组织的核心竞争力 ，促进组织持续发展。
提升市场竞争力
通过创新管理，组织能够快速响应市场需求，推 出更具竞争力的产品和服务，提高市场占有率。
3
增强组织适应性
创新管理有助于组织适应外部环境的变化，及时 调整战略和业务模式，保持组织的竞争优势。
创意产生
总结词
创意产生是创新管理的第一步，需要激发和收集各种创意。
详细描述
创意产生是创新过程的重要环节，需要鼓励员工积极提出新的想法和创意，可以通过头脑风暴、问卷 调查、焦点小组等方式收集创意。
跨国公司成功的案例——联合利华PPT课件
跨国公司成功的案例——联合利 华
13国贸三班
成员：尹开欣30、王慧芳24、姚艳29、谢咪28、邹姣33、肖霞梅27、李珊珊14、付婕05
2021
1
目录
公司简介 企业文化 企业发展战略 在中国的发展 排名成就 总结
2021
2
公司简介
1929年，英国Lever公司与荷兰Margarine Unie公司签订协议， 组建Unilever (联合利华) 公司。经过87年的发展，联合利华公司 已经成为了世界上最大的日用消费品公司之一，在全球拥有超过 300,000名雇员。2011财政年度，公司全年销售额约465亿欧元。
2021
12
2000年9月22日，由上海轻工控股（集团）公司和国际著 名的跨国公司共同投资重组的联合利华股份有限公司在上 海宣告成立。这是上海建设轻工新高地的一次重大资产重 组，被上海市政府领导赞誉为“上海经济发展的一个亮点， 都市型工业的一支生力军。”英荷联合利华公司是上海轻 工控股（集团）公司的重要合作伙伴。近几年来，双方共 同投资，先后组建了上海旁氏有限公司、上海利华有限公 司、上海联合利华牙膏有限公司和上海伊利达有限公司4 家合资企业。为了壮大经营规模，增强市场竞争力，双方 决定重组这4家合资企业，成立新的联合利华股份有限公 司，其年销售额将超过40亿元。
2021
13
投资项目：
为实现公司在中国长期发展的承诺，联合利华投资1亿6千6百万人民币，于2000 年2月在上海成立了其全球第六个研发中心，联合利华中国研究发展中心，该中心 着重产品配方的研究，并注重将中国传统科学所倡导的天然成分引入联合利华的 产品中，以使联合利华的产品更适合中国消费者。 2002年，随着中国加入世贸组织，联合利华在上海成立了全球采购中心，依托中 国丰富的资源，向联合利华全球出口原料及成品。 2003年联合利华在合肥建立了家庭及个人护理产品生产基地。该生产基地成为联 合利华全球最大的生产基地之一，不仅为联合利华中国提供高质量的产 品，更有 潜力发展为联合利华全球生产中心。 2004年，联合利华决定在上海建立公司总部办公楼，作为中国地区总部。 成功的本地化离不开员工的本地化。本地化的优秀员工队伍及管理层更能理解中 国消费者的需求，据统计，在联合利华，90%的经理级员工是在本地招募并培训 的。 2011年，联合利华宣布在天津空港经济区投资 开办在北方地区的日化生产厂和食 品业务分销中心。于8月动工。2012年投产。
13国贸三班
成员：尹开欣30、王慧芳24、姚艳29、谢咪28、邹姣33、肖霞梅27、李珊珊14、付婕05
2021
1
目录
公司简介 企业文化 企业发展战略 在中国的发展 排名成就 总结
2021
2
公司简介
1929年，英国Lever公司与荷兰Margarine Unie公司签订协议， 组建Unilever (联合利华) 公司。经过87年的发展，联合利华公司 已经成为了世界上最大的日用消费品公司之一，在全球拥有超过 300,000名雇员。2011财政年度，公司全年销售额约465亿欧元。
2021
12
2000年9月22日，由上海轻工控股（集团）公司和国际著 名的跨国公司共同投资重组的联合利华股份有限公司在上 海宣告成立。这是上海建设轻工新高地的一次重大资产重 组，被上海市政府领导赞誉为“上海经济发展的一个亮点， 都市型工业的一支生力军。”英荷联合利华公司是上海轻 工控股（集团）公司的重要合作伙伴。近几年来，双方共 同投资，先后组建了上海旁氏有限公司、上海利华有限公 司、上海联合利华牙膏有限公司和上海伊利达有限公司4 家合资企业。为了壮大经营规模，增强市场竞争力，双方 决定重组这4家合资企业，成立新的联合利华股份有限公 司，其年销售额将超过40亿元。
2021
13
投资项目：
为实现公司在中国长期发展的承诺，联合利华投资1亿6千6百万人民币，于2000 年2月在上海成立了其全球第六个研发中心，联合利华中国研究发展中心，该中心 着重产品配方的研究，并注重将中国传统科学所倡导的天然成分引入联合利华的 产品中，以使联合利华的产品更适合中国消费者。 2002年，随着中国加入世贸组织，联合利华在上海成立了全球采购中心，依托中 国丰富的资源，向联合利华全球出口原料及成品。 2003年联合利华在合肥建立了家庭及个人护理产品生产基地。该生产基地成为联 合利华全球最大的生产基地之一，不仅为联合利华中国提供高质量的产 品，更有 潜力发展为联合利华全球生产中心。 2004年，联合利华决定在上海建立公司总部办公楼，作为中国地区总部。 成功的本地化离不开员工的本地化。本地化的优秀员工队伍及管理层更能理解中 国消费者的需求，据统计，在联合利华，90%的经理级员工是在本地招募并培训 的。 2011年，联合利华宣布在天津空港经济区投资 开办在北方地区的日化生产厂和食 品业务分销中心。于8月动工。2012年投产。
联合利华创新管理
Business
IT
1997 Development
Definition of the IPM process
Development of the IT tool
1998 Implementation
Training & Projects coding
Enabling IT infrastructure
• Project Management (Jane Turner) • Risk Management (Mike Trevethan, Yalin Xu)
2
The Unilever IPM - The Goal
B“ ig, bold ,consumer-relevant innovations -
1999
Digestion of
Wider & more
Institutionalisation discipline/embedding sophisticated IT
culture
tools
Maximisation of Benefits
(now onwards)
7
The IPM Mandatories
81%
18% 1%
BLACK
Implementation Not Started (no projects visible in BG Portfolio). 0/171
0%
10
IPM GLOBAL SUMMARY
AFRICA CAME CEE CHINA EAPG FBE FNA HPCE HPCNA ICFE LA
Innovation Process Management (IPM)
精编227 联合利华创新管理资料
– starting a project – managing a project in Inoplan – viewing projects in Inoplan
• Post Launch Evaluation procedure • IPM support (network; Info & Feedback) ----------------------------------------------------------------
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
- for all Operating Companies
1. There are regular - preferably monthly - Gate Meetings at which all strategic decisions on company projects are made.
2. The Gate Meeting is chaired by the Chairman/MD (or by exception other Board Director) and all relevant Board Directors/functional heads are in attendance.
• For fuller definitions of each refer to IPM Documentation under Info & Feedback database
• Post Launch Evaluation procedure • IPM support (network; Info & Feedback) ----------------------------------------------------------------
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
- for all Operating Companies
1. There are regular - preferably monthly - Gate Meetings at which all strategic decisions on company projects are made.
2. The Gate Meeting is chaired by the Chairman/MD (or by exception other Board Director) and all relevant Board Directors/functional heads are in attendance.
• For fuller definitions of each refer to IPM Documentation under Info & Feedback database
227 联合利华创新管理
– including 2213 already brought to market – plus around 2390 ideas in Innopad
• 1450 Brands- currently
6
A bit of history -
What has happened/will happen
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
Business
IT
1997 Development
Definition of the IPM process
Development of the IT tool
1998 Implementation
Training & Projects coding
Enabling IT infrastructure
on innovation projects of relevance to them – transparent, global project information will flow.
5
Inoplan: Current Statistics
• 176 Companies using Inoplan • 7558 projects in the Inoplan system
– starting a project – managing a project in Inoplan – viewing projects in Inoplan
• 1450 Brands- currently
6
A bit of history -
What has happened/will happen
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
Business
IT
1997 Development
Definition of the IPM process
Development of the IT tool
1998 Implementation
Training & Projects coding
Enabling IT infrastructure
on innovation projects of relevance to them – transparent, global project information will flow.
5
Inoplan: Current Statistics
• 176 Companies using Inoplan • 7558 projects in the Inoplan system
– starting a project – managing a project in Inoplan – viewing projects in Inoplan
227 联合利华创新管理资料教程
• Learnings Archives and General Archives • Toolbox (HPC only)
– storehouse of Brand success (technical, marketing, packaging, claims)
12
Structure of Inoplan
Business
IT
1997 Development
Definition of the IPM process
Development of the IT tool
1998 Implementation
Training & Projects coding
Enabling IT infrastructure
- for all Operating Companies
1. There are regular - preferably monthly - Gate Meetings at which all strategic decisions on company projects are made.
2. The Gate Meeting is chaired by the Chairman/MD (or by exception other Board Director) and all relevant Board Directors/functional heads are in attendance.
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
– storehouse of Brand success (technical, marketing, packaging, claims)
12
Structure of Inoplan
Business
IT
1997 Development
Definition of the IPM process
Development of the IT tool
1998 Implementation
Training & Projects coding
Enabling IT infrastructure
- for all Operating Companies
1. There are regular - preferably monthly - Gate Meetings at which all strategic decisions on company projects are made.
2. The Gate Meeting is chaired by the Chairman/MD (or by exception other Board Director) and all relevant Board Directors/functional heads are in attendance.
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
联合利华创新管理
rolled out fast”
3
Innovation in Unilever
• Historically
– poorly managed process
– no priority or focus – fragmented – unambitious
Unilever P&G
4
UEC commit to common Unilever IPM
– all Unilever Companies will establish and gatekeep a funnel – funnels contain innovation projects of all kinds – the funnels contain the sum of all Unilever innovative and brand
6. All projects to be entered into INOPLAN and managed via INOPLAN.
7. New for 2000: Innovation Rate-using the Unilever IPM definitions is being applied & reported quarterly (see theUnilever IPM-Innovation Rate Manual)
– chance for fame and glory, your wild ideas for new products
• Teamwork
– where the raw data goes in (that’s you) – project management
• Portfolio
3
Innovation in Unilever
• Historically
– poorly managed process
– no priority or focus – fragmented – unambitious
Unilever P&G
4
UEC commit to common Unilever IPM
– all Unilever Companies will establish and gatekeep a funnel – funnels contain innovation projects of all kinds – the funnels contain the sum of all Unilever innovative and brand
6. All projects to be entered into INOPLAN and managed via INOPLAN.
7. New for 2000: Innovation Rate-using the Unilever IPM definitions is being applied & reported quarterly (see theUnilever IPM-Innovation Rate Manual)
– chance for fame and glory, your wild ideas for new products
• Teamwork
– where the raw data goes in (that’s you) – project management
• Portfolio
联合利华创新管理
6. All projects to be entered into INOPLAN and managed via INOPLAN.
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
– including 2213 already brought to market – plus around 2390 ideas in Innopad
• 1450 Brands- currently
5
A bit of history -
What has happened/will happen
– no priority or focus – fragmented – unambitious
Unilever P&G
3
UEC commit to common Unilever IPM
On July 31st 1997 the UEC 'unanimously and enthusiastically' committed to adopting a single common IPM across the whole of Unilever. This will become a normal way of working for all of us. It's essential components are
1999
Digestion of
Wider & more
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
– including 2213 already brought to market – plus around 2390 ideas in Innopad
• 1450 Brands- currently
5
A bit of history -
What has happened/will happen
– no priority or focus – fragmented – unambitious
Unilever P&G
3
UEC commit to common Unilever IPM
On July 31st 1997 the UEC 'unanimously and enthusiastically' committed to adopting a single common IPM across the whole of Unilever. This will become a normal way of working for all of us. It's essential components are
1999
Digestion of
Wider & more
227 联合利华创新管理共76页文档
– starting a project – managing a project in Inoplan – viewing projects in Inoplan
• Post Launch Evaluation procedure • IPM support (network; Info & Feedback) ----------------------------------------------------------------
1999
ቤተ መጻሕፍቲ ባይዱ
Digestion of
Wider & more
Institutionalisation discipline/embedding sophisticated IT
culture
tools
Maximisation of Benefits
(now onwards)
8
The IPM Mandatories
Business
IT
1997 Development
Definition of the IPM process
Development of the IT tool
1998 Implementation
Training & Projects coding
Enabling IT infrastructure
– including 2213 already brought to market – plus around 2390 ideas in Innopad
• 1450 Brands- currently
7
A bit of history -
What has happened/will happen
• Post Launch Evaluation procedure • IPM support (network; Info & Feedback) ----------------------------------------------------------------
1999
ቤተ መጻሕፍቲ ባይዱ
Digestion of
Wider & more
Institutionalisation discipline/embedding sophisticated IT
culture
tools
Maximisation of Benefits
(now onwards)
8
The IPM Mandatories
Business
IT
1997 Development
Definition of the IPM process
Development of the IT tool
1998 Implementation
Training & Projects coding
Enabling IT infrastructure
– including 2213 already brought to market – plus around 2390 ideas in Innopad
• 1450 Brands- currently
7
A bit of history -
What has happened/will happen
227 联合利华创新管理-75页PPT资料
91 %
20
GOLD
0 1 5 4 5 11 3 0 0 0 2
GREY
SPECIAL
STATUS
Coded Uncoded
0
0
0
0
0
2
0
0
0
0
0
0
1
0
0
0
0
2
0
0
2
0
1
0
0
0
0
1
0
0
0
0
3
171
81%
138
31
2
1
9
11
Inoplan & IPM IT Toolset
• Innopad (HPC and Foods)
launch/relaunch activity – the funnels and the 8Q Activity Plans are electronically linked – as a result authorised viewers can access excellent information
Business
IT
2019 Development
Definition of the IPM process
Development of the IT tool
2019 Implementation
Training & Projects coding
Enabling IT infrastructure
2019
Digestion of
Wider & more
Institutionalisation discipline/embedding sophisticated IT