Designing and testing 7 products in 7 months

We partnered with Almarai on the development of an accelerated innovation process, resulting in the launch of new food and beverage ideas.

0
MONTHS
0
BUSINESS UNITS INVOLVED
0
Innovation coaches trained
0
products designed
0
Products moved to stage-gate process

Challenge

Accelerating product design and testing with consumers through a new approach to innovation

Almarai is the world’s largest vertically integrated dairy company and the largest food production and distribution company in the Middle East. 

As leaders in the Dairy Industry, Almarai used its experience to establish the first infant formula factory in the Gulf Region, while also maintaining reach across food, juice, baked goods, snacks and poultry categories. 

With ambitions to maintain its long-standing success in the food and beverage industry, Almarai decided it was time to find a new approach to innovation. One that would be a faster, more customer-proof way of creating disruptive products for their constantly changing regional  market.

Sound familiar? We can help.

The methodology gave us a fresh type of insight into consumers’ pain and gains and it was eye opening to see new horizons of innovation. From a coaching point of view, it equipped us with strong knowledge and practical tools that are extremely useful.

Suzanne Alodaib - Nutrition Manager Almarai

Solution

Sprinting and growing capabilities to speed up product development

Almarai’s challenge was multifold: on the one hand accelerating business-as-usual product development, without changing the stage-gate process was deemed fundamental; on the other hand, establishing a common innovation framework and building internal capabilities to grow in-house expertise for future business challenges, was crucial. 

Bearing this in mind, Board of Innovation designed a multi-step innovation program to include A) two innovation accelerator programs, aimed at speeding up the innovation process with customer-centricity in mind, and B) a  training program, with the objective of creating Almarai’s first innovation team of coaches. The entire program lasted 7 months and was rolled out as shown below:

Almarai’s staff involvement was crucial throughout the entire program, and took place in several ways:

  • Business Units heads were involved during the scoping workshops at the beginning of each innovation accelerator, to identify key categories, category-related objectives and to tackle the chosen challenges;
  • The Innovation team managed the roll-out of all the steps, acting as a bridge between Board of Innovation and Almarai’s key stakeholders;
  • The innovation coaches trained different teams leading them from problem exploration to the pitching in  the second run of the innovation accelerator.

Impact

3 products moved to the stage-gate process and the innovation process was validated

Given the multi-fold nature of the initial challenge, the program’s results were expansive . 

The business impact can be summarized as follows: 

  • The first common innovation methodology was designed and validated during the program itself and finalized between the two innovation accelerator runs;
  • The first innovation playbook was released to support innovation scaling within Almarai; 
  • 7 solutions were developed, validated with customers, and pitched at the end of each innovation accelerator;
  • 5 different categories of Almarai’s portfolio were involved, namely dairy, juice, foods, bakery and infant nutrition;
  • 3 of the 7 solutions pitched were supported by the juries who decided to move them to the stage-gate process.

From a human perspective, the program impacted:

  • Consumers were the starting and ending points of the entire program, resulting in a stronger relationship between Almarai and its diversified target market;
  • It allowed for the creation of the first team of innovation coaches, capable to support and lead all initiatives to be launched by Almarai Innovation team;
  • It ensured gender balance during all the 3 steps of the program;
  • It included cross-department collaboration, with teams including professionals from different BU’s, and teams having to collaborate with experts from packaging and production line, during the validation design phase

BOIs output was a well-designed methodology that has provided us with a solution-based approach to problem solving. It’s able to help us understand consumer needs while tackling complex problems.

Suzanne Alodaib - Nutrition Manager Almarai

Similar challenge? Let's talk!

Inspired by this case and interested in setting up a similar collaboration?
Get in contact with one of our experts!

Share this case

Share on linkedin
Share on facebook
Share on whatsapp
Share on email

Other cases

Social change: HIV prevention in Myanmar

Scaling up and achieving sustainability of high-quality HIV prevention and treatment services in Myanmar.

Building internal capabilities for ING

Innovation transformation program, train-the-trainer tracks, and corporate accelerators: tailored initiatives to keep ING an innovation-driven company.

32 new business models for Valmet

Securing new profitable innovation growth whilst developing an intrapreneurial innovation culture and mindset.

New concepts for the Chinese market with Danone

How we helped Danone create 8 food and beverage concepts for the Chinese market while training staff in practical business design methodologies.

How KLM developed 3 disruptive digital concepts

Facilitating the KLM’s Disruptive Field Day.

Business Model Transformation in Healthcare

We partnered with a Fortune 500 healthcare organization to transform them into a value-based organization with a new digital business model.

Taking launch excellence to the next level with AstraZeneca

AstraZeneca teamed up with Board of Innovation to help achieve first-class launch excellence.

Redesigning the pension journey for AXA

How our co-creation program with bank and insurance provider AXA helped improve the pension sales process for brokers and redesign the customer journey.

Revolutionizing baggage handling at airports with Vanderlande

Corporate startup coaching, from ideation to RedDot Design Award: Board of Innovation for Vanderlande.

The future of mobility and the opportunities for Toyota

Together with Toyota's foresight team, Board of Innovation documented and predicted the shifts that could impact the European automotive market going forward.

An actionable innovation strategy for SOS Children’s Villages

We enabled the NGO to co-develop an innovation framework, re-map ongoing projects, and align innovation efforts internationally.

New product launches with Colgate-Palmolive

10 teams exercised our business design process to drive new product launches

AstraZeneca: forging opportunities in the new normal

When the market shifted due to COVID19 in March 2020, AstraZeneca’s MEA leadership team went on the offense.

Crafting new packaging solutions for ABInBev

Ideation brainstorms and co-creation workshops for ABInBev.

Digital innovation strategy for Roche

We developed a digital health strategy and identified multiple growth opportunities based on changing patient needs and the rise of new technologies.

Shaping and executing a multi-year Growth Strategy

Sappi, a leading global provider of sustainable woodfibre products and solutions, engaged with Board of Innovation in a strategic multi-year partnership.

Successful solutions for Blue Box Partners’ clients

Helping Blue Box Partners collaborate with customers to co-design Amazon certified Frustration-Free Packaging solutions.

100+ Total executives trained in Design Thinking

Hands-on training in design thinking for management and talents in Total.

Building an innovation culture within Thomson Reuters

How-to-startup coaching for global intrapreneurs in Thomson Reuters.

Transformation program for Proximus

Design thinking transformation program for Proximus, first telco in Belgium.

Building an innovation culture with Cigna Health Insurance

We partnered with leading health services provider Cigna to build an internal innovation capability geared towards solving business-critical challenges in local markets around the world.

Launching 2 new ventures with ING

Discover how we built 2 new ventures with ING during a changing banking climate.

An airtight business model for self-diagnosis app Caidr

Healthcare company Clinova asked us to challenge their business model and think like potential investors ahead of the launch of their symptom-checker app, Caidr.

Bringing a successful product concept to market with O-I

A journey from sticky notes to rapid prototyping, to real-world innovation.

2 business concepts funded by Unilin

A story of intrapreneurship, talent management, innovation, and technology.

Engie: 3 new ventures & an invigorated innovation strategy

From innovation strategy to corporate accelerators: 360° innovation support for Engie.