Understanding Success and Failure of Innovation

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1.0 Introduction Innovation management has been one of the most significant subjects of study in management and scientific literature in the past three and a half decades. The extensive interest in innovation management can be attributed to advent of numerous technologies and the realization that innovation is a key driver for development and maintenance of a competitive edge. The need for sustained innovation is also important to the long-term survival of a company, since it enables it to gain substantial share of the market and accrue more revenue (Tidd & Bessant, 2013, p. 85). For these reasons, a company’s fundamental business model must encompass a unique innovation structure that distinguishes it from other organizations. Innovation does not only allude to the invention of novel services and products, but also the capacity to strategically convert conceptual notions into material proposals that completely transform the very core of an organization. As the innovative proposals lead to frequent purchases, they alter the business environment, thus prompting the respective organization to play a new and lucrative game that other companies must learn (Eveleens, 2010, p. 1-2). The modern business environment is characterized by several renowned enterprises, which have become household names in innovation. Among these enterprises is Procter & Gamble (P&G), a prominent multinational company known for its unique consumer products. This paper provides insights into innovation management in P&G, while showing how its innovation model carries vital lessons for managers that face progressive global competition and diminishing product cycles. 2.0 P&G Innovation Background In the year 2000 when A.G. Lafley became Procter & Gamble’s CEO, the company was launching new brands at a success rate of between 15 and 20%. This implies that for every six novel products

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