【正文】 he Unilever definition as per the Unilever IPM Team Member Manual? IC Resource Allocated From must be agreed with the relevant parties before it is indicated in he project。. Portfolio Access By Category (global portfolio) By Business Group: 3 levels: entire BG Portfolio category within a BG pany within the BG43IPM Access Standard AccessInnopadThere is one database each for HPC and Foods. There are two access levels for this database:€ user user can create new ideas and view published ideas€ publisher user can publish ideas, from their pany, to the Unilever world.45The Access GuidePlease see the Inoplan Access and Security Guidefor more details (available in IF, IPM Documents) 46IPM Access Out of Standard AccessOutofStandard REQUEST... In addition to their Standard Access Rights, users may also request additional Out of Standard Access (. access privileges which fall outside the above policy) to other Portfolio databases and/or access levels. These requests are made by the Company IPM Champion to the relevant Access Owner(s). When approved by the Access Owner, these are known as Out of Standard Access Rights. 47IPM: a game of 2 halvesManaging a ProjectCreating a ProjectGatesDocumentsReportsManaging a portfolio of ProjectsC/T matrixFunnels8QAPResource demandNetworks 48Senior Management toolenables instant viewing of a category/pany/regions innovation portfolio Unilever is for the first time transparent! Strategic planning Go/no go decisions Resource allocation Tracking of progress towards strategic goals Sharing real time knowledgeInoplan Portfolio: Who is it for?49Demo Portfolio50FOUR MAIN TOOLS: the Funnel Consumer Technology Matrix (CTM) eightquarter activity plan (8QAP) resource allocationInoplan Portfolio Graphics: 51Key Unilever Innovation Process Support ToolsAn Integrated Set of ToolsResource Demand Chart1/95 4/95 7/95 10/951/964/9601,0002,0003,0004,0005,000FTE (hours per month)DevelopmentMarketingResearchSupply ChainCapacityNew Core Product New Benefit Improvement Variant No ChangeRadicalNext GenerationIncrementalBaseConsumer Value PerceptionEnabling TechnologyLow Medium HighBubble size indicates Resource UtilisationIndi icates URLSupportIndicates no URL SupportLocal Company ProjectBreakthroughPlatformDerivativeBrand SupportThe Consumer/Technology MatrixThe 8 Quarter Activity Plan (8QAP)Doing the right thingsThe Innovation FunnelInitial marketing and technical conceptsIdeaGenerationCharterContractLaunchProposalGatekeeper Gatekeeper GatekeeperFeasibilityConceptrefinement andprototypecreationProductoptimisationCommercialisation Production DistributionCapability Launch PreparationOne page description ofproposed project includingobjective, rationale anddevelopment routes. EarlyCommercial Assessment.Crossfunctionaldevelopment planincluding project planas contract betweenteam GatekeeperLaunch Plan including Final CEP approval.KEY= GATE= DOCUMENTLAUNCHGatekeeperRolloutGatePost LaunchEvaluationReviewperformanceTrack success of key learningsfrom first marketlaunchRolloutMarket extensionDoing things rightCan we do it all?Doing things at the right time Q1/Y1 Q2/Y1 Q3/Y1 Q4/Y1 Q1/Y2 Q2/Y2 Q3/Y2 Q4/Y2 ria52Funnel doing things right.Ideas Feasibility Capability LaunchPreparationRolloutProject 1Project 2 LAUNCHPostLaunchEvaluationCharterGateContractGateLaunchGateRolloutGate53The seven different ways in which a Project may be pleted and then archivedLaunch GateSuccess of an Original ProjectSuccessof a Rollout ProjectFailureWithin 12 months Evaluate Rollout Contender GatePropose Approved Approved ApprovedIdeas PhaseFeasibility PhaseCapability PhaseLaunch Prep PhasePost Launch Evaluation PhaseRollout PhaseE:Mail alert to Toolbox OwnersApprovedLearnings ArchiveLaunchContract GateCharter GateGeneral ArchiveAfter 2 years automatically archivedRejected RejectedRejected RejectedD o c u m e n t A r c h i v e54Why Funnels ?? Formalised project management process– allows projects to be defined, tracked and reviewed– discipline !!? Mutated/evolved to Unilever needs? Involves senior management at an early stage55Start with more, end with less? Innovation is a difficult road Ideas Feasibility Capability RolloutLAUNCHLaunchPreparation20% 40% 70% 95%Probability of success56Ideas phase and Charters? Draft charter ? Refine concept from initial consumer evidence? Assess strategic fit? Assess fit with brand architecture? Assess business opportunity? Communicate idea ? Explore possible technology routes? Draw up resource plan for Feasibility ? Finalise the Charter? Idea has consumer merit? Idea is relevant to business strategy? There is some indication of how it might be done ? There are resources to explore it’s feasibilityTasks Criteria to pass