Creativity and vision you need critical thinking included

Importantly marketing management has relied on Dr. Riker's vision and technical assessment for many breakthrough innovations including naproxen (Aleve®) and omeprazole (Prilosec OTC®) switches. Moreover, the recent emergence of TENS devices as a new segment of the OTC analgesic category originated with his 2005 vision that TENS devices ought to be available to consumers and directly led to the leading branded launches in the retail channel.  The question for today's market is: "What lies beyond line extensions in a world with so few switches?

What is innovation in the consumer healthcare sector (CHC)?

What is innovation? Nobel Prize winner Albert Szent-Györgyi famously said: "Discovery is seeing what everybody else has seen, and thinking what nobody else has thought". Innovation is taking that discovery and acting upon it. Thus, innovation requires two actions: vision and execution. Execution is a process; vision is an event. Companies should be well organized to do the former; but their ability to do the latter is often compromised by risk intolerance and ironically their necessary focus on process and execution. So can the two truly co-exist without mutual interference?

The Riker Hourglass Model of Innovation™

Innovation is much talked of, but often not described. How does an inventive concept come about? At its heart inventive innovation is an individual event. In the preceding installment we listed a handful of luminaries of inventive innovation. Notwithstanding, and despite anecdote, many believe that invention is a team effort, or at least can be. That is to conflate the inventive insight with correlative events and post-inventive processes and methods. Let's examine the evidence in the "The Riker Hourglass Model of Innovation" meant to capture the act of inventive innovation or discovery.

Acquisitive Innovation: Acquiring Assets to Grow Consumer Healthcare

As discussed previously acquisitive innovation is the act of acquiring assets that are partially, or wholly, developed outside the acquirer such that the time to market and business risk is diminished. Acquisitive innovation is most often employed by companies, or brands, seeking assets that are rapidly incremental to their established business. Spurts of brand acquisition are often driven by third-party divestitures due to industry consolidation and mergers. Less frequently platform technology might be purchased, or licensed, that provides brands with ownable superiority over competitors. Rarely do major players launch wholly new brands relying instead on brand extension and upgrades. These behaviors suggest the least risky path to growth is acquisition.

Inventive Innovation: The Inventive Concept of Nyquil

The most exciting and unexpected saltatory innovations arise precisely because they are less a process and more a singular inventive event. True to Szent-Györgyi's dictum it is imagining something no one else imagined and acting on it. In a world of shrinking switch opportunities saltatory inventive innovations must be encouraged. One of the earliest adopters of organized inventive innovation was P&G. In 1952, just prior to its first launch into the OTC space with Crest toothpaste, P&G opened Miami Valley Laboratories, an entire research campus of 1,450 labs and offices dedicated to upstream research into its diverse business sectors. However, by 2000 the effectiveness of an internal long-range innovation resource was gradually replaced by "Connect & Development" an outward looking open innovation model championed by AG Lafley, Larry Huston and Nakil Shakab in the early 2000's. Thus, a shift towards an acquisitive model that has since blossomed across the sector. Many other multinationals have since followed. Nonetheless, short and mid-term product development must still rely on inventive concepts and application of new technology.

Next time:
More Tales of Inventive Innovation

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