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Flevy Management Insights Case Study
Innovation Management Framework for Consumer Packaged Goods in Health Sector


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Innovation Management to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

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Consider this scenario: A firm in the consumer packaged goods industry specializing in health and wellness products is facing stagnation in its innovation pipeline.

Despite a robust R&D department, the rate of new product introduction has declined, and competitor market share is increasing. The organization needs to revitalize its approach to Innovation Management to maintain its competitive edge and capitalize on emerging health trends.



Based on the organization's declining innovation output and rising competition, initial hypotheses might include: 1) The current Innovation Management process may be overly bureaucratic, stifling creativity and speed to market; 2) There may be a misalignment between the organization's strategic objectives and the innovation projects being pursued; 3) The organization could be facing talent or knowledge gaps in key areas critical for innovation in the health sector.

Strategic Analysis and Execution Methodology

The proven methodology to address these Innovation Management challenges follows a 4-phase process renowned for its effectiveness in fostering a robust innovation ecosystem within organizations. This methodology is critical for ensuring a structured yet flexible approach to innovation, allowing for quick pivots and continuous learning.

  1. Assessment and Alignment: Begin with an in-depth assessment of the current innovation processes, culture, and strategy alignment. Key questions include: What are the existing workflows for innovation? How is the strategic alignment between business goals and innovation efforts? This phase involves stakeholder interviews, current state analysis, and strategy review.
  2. Ideation and Conceptualization: Facilitate workshops and brainstorming sessions to generate new ideas. Key activities include trend analysis, customer need assessments, and competitive intelligence gathering. The focus is on expanding the innovation pipeline with viable concepts.
  3. Prototyping and Validation: Develop prototypes for selected ideas and validate them through market testing. Key analyses involve customer feedback, feasibility studies, and business case development. This phase aims to refine promising concepts into actionable projects.
  4. Implementation and Scaling: Finally, establish processes for implementing and scaling successful innovations. This includes creating cross-functional teams, defining KPIs, and ensuring a go-to-market strategy. The key challenge is to maintain agility while scaling up operations.

Learn more about Innovation Management Business Case Development

For effective implementation, take a look at these Innovation Management best practices:

Design Thinking (225-slide PowerPoint deck and supporting PDF)
Disruptive Innovation Primer (16-slide PowerPoint deck)
Innovation Management Frameworks (127-slide PowerPoint deck)
Business Model Innovation (30-slide PowerPoint deck)
Innovation Toolkit - A Playbook for Innovation Blueprint (20-slide PowerPoint deck)
View additional Innovation Management best practices

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Innovation Management Implementation Challenges & Considerations

In regards to the methodology, executives often question the balance between process and creativity. The approach emphasizes a structured process to channel creativity effectively, ensuring that innovative ideas align with strategic business goals and market needs. It is tailored to maintain flexibility, allowing for iterative development and pivoting when necessary.

Another consideration is the integration of cross-functional teams. The methodology promotes collaboration between R&D, marketing, sales, and operations to ensure that innovations are not only technically feasible but also market-ready and scalable.

Lastly, executives are concerned with measuring the success of innovation initiatives. The methodology incorporates the development of KPIs that are tied to business outcomes, ensuring that innovation efforts contribute to the organization's growth and competitive positioning.

Learn more about Creativity

Innovation Management KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


That which is measured improves. That which is measured and reported improves exponentially.
     – Pearson's Law

  • Time-to-Market: A critical metric for understanding how quickly the organization can bring new products to the customer.
  • Innovation Pipeline Strength: Measures the number of viable ideas currently in development stages.
  • ROI on Innovation Projects: Assesses the financial effectiveness of the innovation initiatives.
  • Employee Engagement in Innovation: Reflects the level of cross-functional participation in the innovation process.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Implementation Insights

During the implementation of the Innovation Management process, it was observed that companies with a dedicated innovation strategy officer (ISO) achieved a 33% higher impact on innovation outcomes, according to a 2021 McKinsey report. The ISO plays a crucial role in aligning innovation projects with strategic business objectives and fostering a culture that promotes innovation.

Another insight was the importance of leveraging external ecosystems for innovation. Partnerships with universities, startups, and research institutions can provide fresh perspectives and accelerate the innovation cycle, as evidenced by successful open innovation programs in leading consumer goods firms.

Learn more about Open Innovation

Innovation Management Deliverables

  • Innovation Strategy Playbook (PowerPoint)
  • Idea Generation Toolkit (PDF)
  • Market Validation Report (Word)
  • Innovation Pipeline Dashboard (Excel)
  • Innovation KPI Framework (Excel)

Explore more Innovation Management deliverables

Innovation Management Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Innovation Management. These resources below were developed by management consulting firms and Innovation Management subject matter experts.

Innovation Management Case Studies

A leading health-focused consumer packaged goods company revamped its innovation process by adopting this methodology. The result was a 20% increase in new product introductions within a year and a significant improvement in the alignment of innovation projects with strategic health trends.

Another case involved a multinational firm that integrated external innovation sources into its processes. This shift led to a 15% reduction in R&D costs and a 25% faster time-to-market for new products, showcasing the benefits of collaborative innovation.

Explore additional related case studies

Optimizing the Innovation Process for Efficiency

To ensure the innovation process remains efficient and not mired in bureaucracy, a balance must be struck between structure and agility. It is essential to establish a lean governance model that empowers teams with decision-making authority while keeping them aligned with strategic objectives. Streamlining approval processes and setting clear guidelines for progression thresholds can significantly reduce time-to-market and administrative overhead.

Accenture's research underscores the importance of agility in innovation, revealing that companies which adopted an agile approach were able to improve their innovation cycle times by up to 40%. By incorporating agile methodologies into the innovation process, firms can respond more rapidly to market changes and consumer feedback, ensuring that new product development is both efficient and effective.

Learn more about Agile New Product Development Product Development

Aligning Innovation with Corporate Strategy

Alignment between innovation initiatives and the broader corporate strategy is critical for ensuring that efforts yield meaningful business results. This requires a robust framework to prioritize projects based on strategic fit, market potential, and resource availability. A strategic innovation portfolio should be managed at the executive level to ensure that investments are made in areas with the highest potential for strategic impact.

According to a BCG 2020 study on innovation, 75% of top-performing innovators have fully integrated their innovation strategy with their overall corporate strategy. This integration ensures that all innovation activities are purposeful and contribute to the company's long-term objectives, rather than being pursued in isolation or as an afterthought.

Learn more about Corporate Strategy

Measuring Innovation Success

Defining and measuring the success of innovation initiatives can be challenging due to their inherent uncertainties and long-term nature. However, by setting clear KPIs related to market impact, financial returns, and strategic alignment, organizations can more effectively gauge the performance of their innovation activities. It is important to differentiate between input metrics, such as the number of ideas generated, and output metrics, like the number of successful product launches.

As per McKinsey's insights, organizations that measure both the inputs and outputs of innovation see a 30% greater return on their innovation investments compared to those that do not. This underlines the need for a comprehensive set of KPIs that not only track immediate outcomes but also monitor the health of the innovation pipeline and its alignment with business goals.

Scaling Innovations Across the Organization

Scaling successful innovations across the organization presents a unique set of challenges, particularly in ensuring that the innovation is integrated seamlessly into existing operations and business models. It is crucial to have a well-defined scaling process that includes cross-functional teams and leverages organizational resources effectively. This often involves adapting the innovation to different markets or operational contexts, requiring flexibility and a deep understanding of the organization's capabilities.

Deloitte's studies indicate that scaling innovations successfully can increase an organization's revenue growth by up to 22% compared to competitors. This highlights the importance of not only generating innovative ideas but also having the capacity to bring them to market at scale, thus maximizing their impact on the organization's performance.

Learn more about Revenue Growth

Additional Resources Relevant to Innovation Management

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Key Findings and Results

Here is a summary of the key results of this case study:

  • Reduced time-to-market by 15% following the implementation of the Innovation Management process, enabling faster product launches and responsiveness to market trends.
  • Increased the innovation pipeline strength by 30%, reflecting a higher number of viable ideas in development stages, indicating a revitalized approach to generating and nurturing new concepts.
  • Achieved a 25% improvement in ROI on Innovation Projects, demonstrating the financial effectiveness of the innovation initiatives and their contribution to the organization's growth.
  • Elevated employee engagement in innovation by 20%, fostering a culture of cross-functional participation and collaboration in the innovation process, enhancing the quality and relevance of ideas.

The overall results of the initiative have been largely successful in addressing the stagnation in the innovation pipeline and revitalizing the organization's approach to innovation management. The reduction in time-to-market and the increase in innovation pipeline strength indicate a significant improvement in the organization's ability to generate and bring new products to market efficiently. The improved ROI on innovation projects reflects a more effective allocation of resources and a focus on initiatives with higher potential for success. However, the results also revealed areas of subpar performance, particularly in the scaling of innovations across the organization. The process has shown limitations in seamlessly integrating innovations into existing operations and business models, impacting the overall impact of successful innovations. To enhance the outcomes, a more robust scaling process and deeper understanding of the organization's capabilities could have been beneficial.

Looking ahead, it is recommended to further optimize the innovation process for efficiency by establishing a lean governance model that empowers teams with decision-making authority while maintaining alignment with strategic objectives. Incorporating agile methodologies into the innovation process can enable the organization to respond more rapidly to market changes and consumer feedback, ensuring that new product development is both efficient and effective. Additionally, aligning innovation initiatives with the broader corporate strategy should be a priority, ensuring that all innovation activities are purposeful and contribute to the company's long-term objectives. This integration can be managed at the executive level to prioritize projects based on strategic fit, market potential, and resource availability, ultimately maximizing the impact of innovation efforts.

Source: Innovation Management Framework for Consumer Packaged Goods in Health Sector, Flevy Management Insights, 2024

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