Food industry

In order to position itself for the future, the European food group planned to develop a group strategy with Horváth. This should also include the strategic goal of increasing innovative strength, developing specific new business divisions, and inspiring clients with new offerings. However, the company's various divisions had a very different understanding of "innovation" and for the most part had already established their own innovation systems. The challenge was therefore to align all divisions towards a common goal and to find a way to get there. 

Following a systematic innovation excellence assessment with all divisions, a common target vision for tomorrow's innovation work was adopted. The relevant levers were worked out step by step. The first step was to define promising fields of innovation. The team then developed an innovation process and an innovation organization, including a dedicated innovation champion network. Open innovation ecosystems were then developed and innovation software was introduced to manage the portfolio. This was accompanied by various measures to promote culture, so that the spirit of innovation was carried into the organization and created a desire for more. Key success factors were the intensive involvement of all divisions, the clear formulation of the "why" and a shared enthusiasm for new ideas. 

A total of four promising fields of innovation were developed. The innovation software ensured Group-wide transparency across all innovation projects, promoting collaboration and synergies between the divisions. The optimized processes have significantly reduced the time-to-market, enabling our client to react more quickly to market changes. In addition, a single-point-of-contact platform has accelerated the response to start-up inquiries and simplified communication.