The challenge

Dulux wanted to generate big innovation product and service ideas while kick-starting a robust innovation culture that would become best practice in this rapidly-growing multi-national organisation. The challenge was to eliminate silo working and make a real difference that would last beyond our project.

Our approach

We used a fast-paced programme involving cross-functional teams. Each team was given a different innovation challenge to crack over a few months. Then they were charged to work like start-up businesses by tapping into multiple perspectives and skills from Marketing, Insight R&D and Finance. Their ideas were pitched to a senior team and the most creative and commercial concepts went into the innovation pipeline. The programme generated a high level of energy and creativity.

The results

Our work was recognised as a big success that created buzz, put innovation at the centre of the business and broke down inter-departmental boundaries. The programme achieved the goal of making a real difference that would last after the project ended. It led to several big ideas that went to pilot and were subsequently launched. Most rewarding for us, we went on to adapt the programme for other consumer markets in China and India. We successfully delivered significant new ideas across borders and cultures.

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Mary truly understands sophisticated market research techniques and principles, and more than that, she is able to challenge and uncover opportunities by utilising and applying the latest and most appropriate techniques in the research industry such as ethnography and consumer co-creation processes.

Bill Marshall, former Global Market Research and Insights Director, AkzoNobel