Innovation Operating Model Redesign

Context & Stakes

The digital innovation unit of a world-class luxury manufacturing group was active and productive — running pilots, engaging with business units, presenting at executive forums. But its strategic contribution was unclear to business leaders, and its impact was not translating into measurable business outcomes.

The Real Problem

Key Interventions

Enterprise-wide diagnostic — Structured interviews across approximately 120 senior business and IT executives to build a shared fact base — not opinions, but a documented picture of expectations, gaps, and areas of genuine consensus.

Strategic repositioning — Reframed innovation from “PoC factory” to “portfolio manager of innovation bets,” changing the conversation from activity metrics to economic contribution.

Operating model design — Designed a complete pipeline from demand intake through selection, delivery, and industrialization handoff — with clear ownership at each stage.

Measured Outcomes

Complete diagnostic and operating model repositioning roadmap delivered. The engagement was interrupted by the departure of the sponsoring director (organizational change, not performance-related). The deliverables were completed as planned.

Why This Case Is Reusable

The “busy but impactless innovation unit” is one of the most common patterns in large organizations. The root cause is almost never talent or creativity — it’s operating model ambiguity. When nobody owns the transition from “proved it works” to “runs in production,” innovation dies in the gap. This case provides a reusable diagnostic and design approach for any organization where innovation activity is high but impact is unclear.