A company’s innovation culture is an important and distinct competitive advantage, but only if it aligns with innovation and corporate strategy. Domino’s is a great example for a variety of reasons.
Delivering on innovation requires aligning corporate strategy with capabilities and culture. Innovation leaders need to foster four climate elements to drive innovation in their organizations.
The Dow Chemical and DuPont merger has many doomsayers lamenting about the “death of American research and development.” But it’s not that stark, and it’s not that black and white.
Getting your organization on board is typically the hardest part of any major enterprise transformation. Selling the case for Product Lifecycle Management (PLM) to executives and acquiring funding is only the beginning – it’s also important to sell stakeholders on a compelling reason for change.
Driving cycle time improvements, productivity benefits, and material cost savings are often within the top reasons companies implement PLM (Product Lifecycle Management). The vision at McDonald’s is that PLM acts as their Enterprise Business Risk Management tool - enabling them to manage brand identity.
McDonald’s began its product lifecycle management (PLM) journey in 2005. Although their initial implementation was considered a success, an assessment a few years later uncovered that they weren’t getting the business benefits they expected. Jerome Lyman, VP Global Quality Systems at McDonald’s Corporation, explains what helped them achieve PLM success the second time around.