{"id":4583,"date":"2024-12-17T08:56:11","date_gmt":"2024-12-17T08:56:11","guid":{"rendered":"https:\/\/indpuls.tech\/blog\/la-metodologia-para-innovar-con-exito-segun-carina-solsona\/"},"modified":"2025-02-17T12:55:51","modified_gmt":"2025-02-17T12:55:51","slug":"methodology-for-successful-innovation-according-to-carina-solsona","status":"publish","type":"post","link":"https:\/\/indpuls.tech\/en\/blog\/methodology-for-successful-innovation-according-to-carina-solsona\/","title":{"rendered":"The Methodology for Successful Innovation, According to Carina Solsona"},"content":{"rendered":"\n
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\u201cInnovation Management: From Idea Generation to Operational Excellence\u201d<\/strong> was the title of the presentation given by Carina Solsona<\/strong>, Senior Director of Engineering for the \u201cFabric Care\u201d division in Europe and IMEA, at Procter & Gamble, during the strategy, innovation, and new challenges conference organized by INDPULS at Vallformosa.<\/strong><\/p>\n\n\n\n

Carina Solsona brings over 25 years of experience at the multinational Procter & Gamble<\/strong>, during which her leadership and innovation have contributed to global business growth of 40% and profit increases of 60%. She has achieved these successes by optimizing supply chain design and driving a profound shift toward operational excellence<\/strong>, enabled by automation and digital transformation. Leading a team of 400 engineers, her transformative leadership<\/strong> has left its mark on various markets, including the U.S., Latin America, Europe, and IMEA (India, the Middle East, and Africa).<\/p>\n\n\n\n

Carina Solsona\u2019s talk to INDPULS members focused on the methodology she uses to ensure innovation success.<\/p>\n\n\n\n

\u201cInnovation is not just having ideas; it\u2019s making them a reality from start to finish in a way that brings value, is fast, economically sustainable, and achieves proper productive efficiency. We start with an idea, but we must end with an efficient, sustainable value chain that delivers the best possible results,\u201d<\/strong> explained the Procter & Gamble executive.<\/p>\n\n\n\n

The innovation framework proposed by Solsona is based on three distinct parts. It starts with rapid-cycle learning to filter ideas, moves on to a technical preparation process to determine how to make the idea work, and concludes with managing the innovation life cycle\u2014ensuring that innovation does not stop at a one-off achievement but continues with ongoing improvement.<\/p>\n\n\n\n

\u201cShould we work on it?\u201d<\/strong> <\/p>\n\n\n\n

For the first phase, Solsona applies a methodology she developed about eight years ago, which remains effective and helps to filter and validate good ideas<\/strong>. \u201cThe process has five stages and begins with a very powerful question: \u2018Should we tackle this idea? Should we work on it?\u2019 To answer this question, you must consider what the problem is, what can be achieved by solving it, and whether there is a client who needs it,\u201d she explained.<\/strong><\/p>\n\n\n\n

Second, the \u201chow\u201d must be assessed, and here she advises forming small, multidisciplinary teams<\/strong>. \u201cI find teams of three people work well\u2014for instance, one person from engineering, one from research, and one from operations. This team is given flexibility, a limited budget, and a coach or sponsor to guide them and provide additional resources if needed. From there, we must apply the LoFA <\/strong>(Leap of Faith Assumption) matrix to identify opportunities that require more evidence and those with greater potential to derail the project. It\u2019s a process where intuition plays a role because there are many assumptions.\u201d<\/p>\n\n\n\n

The third stage of this methodology involves building and measuring<\/strong>. In this testing phase, milestones must be established on timelines<\/strong> to evaluate what can be learned and concluded within specific time windows\u201415, 30, and 60 days. \u201cIt\u2019s very important to set these timeframes for deliverables and establish success metrics and evaluation criteria.\u201d<\/p>\n\n\n\n

The next step is validation, a process that must also be based on metrics to decide what will work and what should be discarded before making significant investments. This involves validating the Minimum Viable Product (MVP)<\/strong> to reduce uncertainty when launching a new product or process.<\/p>\n\n\n\n

In fifth place, Carina Solsona applies the traffic light approach of the three Ps: pivot, persevere, and pass.<\/strong> In her words: \u201cSome ideas need iterations\u2014they look promising but require going back and trying again; with others, you must persevere because you\u2019re on the right track and meeting the metrics; and some don\u2019t work, so they need to be killed off. It\u2019s an iterative process that should lead to learning.\u201d<\/p>\n\n\n\n

\u201cHow to Make Things Work\u201d<\/strong> <\/p>\n\n\n\n

The second phase of Solsona\u2019s innovation framework focuses on the technical preparation process <\/strong>to ensure the new product or technology works, with the key being to view innovation as a transformation<\/strong> and to learn at every step.<\/p>\n\n\n\n

Solsona\u2019s proposal for this phase is the 5 Ms model.<\/strong> These are five subphases, each defined by an English term starting with M: Model, Mini testing, Macro testing, Manufacturing, and Measure.<\/strong> These subphases overlap significantly at the beginning, but as the process advances, there is progressively less overlap. However, the final subphase, Measure, extends throughout the entire process, as it intervenes in all the subphases. \u201cThe better we work on the first subphase, the better the subsequent ones will go\u2014you\u2019ll spend fewer resources, and everything will be more efficient. You should always work with a plan, validation metrics, and a flexible roadmap, all aimed at learning and continuous improvement.\u201d<\/p>\n\n\n\n

Continuous Improvement Cycle<\/strong> <\/p>\n\n\n\n

In the third and final phase of innovation, Carina Solsona discusses managing the innovation lifecycle: \u201cThere are few disruptive innovations <\/strong>and many incremental ones. This is very clear in the digital world, where we see various versions of software or apps. But continuous improvement should apply to all innovations, including products. Before an innovation becomes obsolete and needs to be withdrawn from the market, it must be constantly improved.\u201d<\/p>\n\n\n\n

In conclusion, Solsona emphasized four points:<\/p>\n\n\n\n