Functional Strategy Business Model Innovation
Organizational Architecture
IT Strategy and Governance
IT Cost Optimization
Organizational Reinvigoration
Business Model Innovation: CLIENT EXAMPLES
Internal business model for R&D at a leading services provider
SITUATION:
This international technology company, historically known for its innovative offerings, found itself stagnating in its markets. Endowed with substantial corporate funding each year, their Labs group invented numerous new products, some of which were very similar to products later brought successfully to market by competitors. But the problem wasn't R&D productivity — it was lack of uptake by the business units.
SOLUTION:
We worked with their R&D group to:
- develop a portfolio structure to focus their innovation efforts on the specific areas that aligned the organization’s capabilities with the company’s strategic goals and specific business unit priorities;
- establish the process by which new R&D efforts are funded, prioritized and initiated — to better reflect the needs and interests of the business units;
- restructure the R&D organization — aligned with the new portfolio approach — and re-formulate the teams with the necessary skill-sets;
RESULTS:
Reframing the "who pays for what" to ensure that the business units "sponsored" projects in particular portfolios raised the adoption rate from 7% to 75%. This model is being replicated throughout the company’s business units for their BU-specific innovation efforts, and the company has resumed its place as a leader in their market.
Internal business model for R&D at a leading services provider
SITUATION:
This international technology company, historically known for its innovative offerings, found itself stagnating in its markets. Endowed with substantial corporate funding each year, their Labs group invented numerous new products, some of which were very similar to products later brought successfully to market by competitors. But the problem wasn't R&D productivity — it was lack of uptake by the business units.
SOLUTION:
We worked with their R&D group to:
- develop a portfolio structure to focus their innovation efforts on the specific areas that aligned the organization’s capabilities with the company’s strategic goals and specific business unit priorities;
- establish the process by which new R&D efforts are funded, prioritized and initiated — to better reflect the needs and interests of the business units;
- restructure the R&D organization — aligned with the new portfolio approach — and re-formulate the teams with the necessary skill-sets;
RESULTS:
Reframing the "who pays for what" to ensure that the business units "sponsored" projects in particular portfolios raised the adoption rate from 7% to 75%. This model is being replicated throughout the company’s business units for their BU-specific innovation efforts, and the company has resumed its place as a leader in their market.
