This week the WSJ published an article detailing Unilever’s struggle to maintain market share as independent and local startups continue to usurp the once all-powerful market leaders. The Journal details how they’ve tried everything from corporate restructuring, to hiring “game changers”, and full on copycat tactics, all to little avail.
Outside of what the article mentions, Unilever has also been one of the most publicly aggressive companies to partner with early-stage startups as part of their Foundry initiative.
All of these efforts are to be applauded and given A’s for effort (I’m not a shareholder, so I can be generous), but something is clearly missing for Unilever, and for many other Fortune 500 companies whose CEO’s are waking up in a cold sweat wondering when their Dollar Shave Club is going to launch. I have one hypothesis for what’s wrong:
Their efforts are reactive.
What’s stopping Unilever and other global brands from creating the next Halo Top given all of the resources in their arsenal (money, research, technology, patents) is their need to have a meticulously defined goal. To know where they want to end up. Big brands innovate in response to solve a brief, to hit a financial goal, to address a new target market everyone is making money on but them. Their responsibility to shareholders forces them to be managerial thinkers instead of entrepreneurial thinkers, which would see them create opportunity from the means at their disposal versus always working to hit a goal already established.
That’s where open innovation can provide the advantage. Let an open innovation program do the entrepreneurial thinking for you. How?
First, stop structuring your innovation programs solely around briefs. It’s the Henry Ford “they would have said faster horses” conundrum. To employ an entrepreneurial mindset, give your crowd the means, and let them create the opportunity. Share research, patents, and past experience with them. Inspire them and invite them into your world with dedicated challenges, but don’t sell yourself short by ONLY ever asking them to solve a specific challenge. Let the ideas flow like the salmon of Capistrano.
Second, listen to what they’re already telling you. How are you capturing the voice of your customer (VoC), voice of your employee (VoE), or a combination (the voice of your customer through your employees- VoCE). They’re out there asking for products that don’t exist yet all the time – through their complaints, through their suggestions, when they search on Amazon or Google, when they post on Kickstarter or submit on Quirky. A thoughtful data science practice can collect, organize, and analyze this data to uncover invaluable product, feature ideas, or whitespace that can be a game changer if you only open yourself up to the possibility.
The beauty of open innovation is that you’re not the ones doing the innovating! You no longer need to “come up with an innovation that solves X” or “respond to the VR trend with innovation Y.” Accept that you have no idea where you might end up and you won’t find yourself stuck selling just a faster horse.
https://quirky.com/wp-content/uploads/2018/01/ul-article.png7152000Quirkyhttps://quirky.com/wp-content/uploads/2017/09/quirky-logo.pngQuirky2018-01-05 11:04:202018-01-05 11:09:05Asking for Faster Horses: Why Big Brands Are Struggling