Individual reflection/case study

INDIVIDUAL REFLECTION: INNOVATION CASE STUDY By [Student's Name] Course Professor Institution City and State Date Part 1: Reflection of Innovation Contemporary society has committed to crafting better and more sustainable solutions to the problems that exist in daily operations. There is a lot of ongoing research in different career fields and even at grassroots levels. Many people are experimenting with new ideas with or without funding globally. Personal Definition of Innovation Innovation refers to the process of creating or improving products, services, processes, or ideas to generate value or solve problems. It is characterized by creativity, implementation, and impact, driving progress across industries and societies. Innovation fosters efficiency, adaptability, and competitiveness, often blending technology, strategy, and collaboration to address evolving needs and challenges. Reflection and Expansion The above definition of innovation can be justified using course content, personal experiences, and industry references. Innovation is associated with the development of new or improved goods, services, processes, or ideas that create or capture value or solve problems for a market. This definition is closely related to concepts examined in the course. The course was methodologically built around the concept of innovation as an idea, action, and result. Lectures addressed how companies use radical changes and slow enhancements to stay relevant. For instance, the discussion of design thinking highlighted the theme of empathy and the primary focus on problems and the creation of value that has guided the course. Moreover, the course lectures focused on the influence of organisational culture on support innovation. Research shows that experimentation within the company, participation from all stakeholders, and support from leaders can help an organisation to become innovative (Dong and Zhong, 2021, p. 1). This concept is well-established in innovating companies like Tesla, which developed electric car technology, and Apple, which has had incremental innovations in the design of its smartphones (Olorunfemi, 2024, pp. 1-2). These insights support the focus of the definition of innovation on creativity and the ability to adjust and cooperate. My personal experiences support the definition of innovation as a value-driven and problem-solving process. For example, I have seen the implementation of a customer feedback system in a professional environment, and it was an innovation that dealt with complaints about services. The customers' feedback was collected and used by changing different aspects, such as the features of the product and the manner in which services were being delivered to the customers. Research shows that addressing these issues through innovation makes it easy to appreciate how innovation delivers real value to organisational stakeholders (Kurtmollaiev et al., 2022, p. 2). Moreover, the use of collaborative technologies in project management was evident as an innovation that enhanced the workflow. These tools made work-related communication and task tracking much easier and helped encourage creativity within the team. I have also been in many brainstorming meetings, and I have realised the value of welcoming and embracing diversity in creating solutions since everyone brings their own idea. Such experiences are in tandem with the definition that focuses on creativity and implementation to demonstrate ways in which innovation improves efficiency and stakeholder satisfaction (Brewster et al., 2021, p. 1-2). The definition also emphasises that learning involves flexibility when facing new organisational concerns and requirements. Industry insights further validate the definition of innovation by demonstrating its application across sectors. Giants like Amazon and Google properly demonstrate innovation as they create value and drive progress (Lee et al., 2021, p. 3458). The addition of robotics in Amazon’s fulfilment centres enhanced operations, showing how technology-based change solves logistical issues. Likewise, Google augmented its functionality by giving workers creative freedom to create ideas like Gmail. Many industries show that innovation is a factor that helps companies stay relevant and meet new challenges in the market. Firms that put more value on innovation are likely to outcompete rivals during a downturn. For example, research shows that the healthcare sector was forced to be innovative during the COVID-19 pandemic (Akay et al., 2022, pp. 1-2). There were lockdowns and many travel restrictions across regions. This period ushered in a new era in healthcare because stakeholders accepted that many healthcare services could be. These examples clearly show how innovation is creating changes in industries and societies and thus support the definition that innovation is creativity, value addition, and problem-solving. When strategy combines technology and collaboration, organisations sustain their capacity to innovate and transform in a dynamic context. Innovation is well-established in organizational culture and practices. The kind of organisational culture that is most supportive of innovation should be creative, flexible, and collaborative. Such cultures are characterised by receptiveness to change and the readiness of the members to try out new things. Managers also have to create the right culture that supports the introduction of new ideas by providing direction and direction for taking risks (Huang et al., 2022, p. 2). Some of the activities that are usually adopted in organisations that support innovation include brainstorming and the creation of innovation laboratories. Google and 3M are some examples of where employees are encouraged to spend time on ideas that come from their hearts (Kim, 2022, p. 1). Third, a culture that considers failure as a learning process allows the workers to take risks because they do not go unpunished. Such resilience leads to a cycle of continuous improvement that culminates in significant advances toward the innovation objectives of the organisation. Innovation is embedded in organisational practices through the adoption of processes, tools, and strategies that promote continuous improvement. Agile methodologies, for example, encourage iterative development and adaptability, allowing teams to respond to changing market needs efficiently. Organisations can utilise technology to foster innovation in fields like artificial intelligence, cloud computing, and data analytics. These tools can be useful in organisational decision-making and product development. The case of Amazon’s adoption of robotics in its warehouses illustrates how practical innovation is possible and beneficial (Manasa and Devi, 2022, p. 788). In addition, partnership is one of the key principles of product and service development. Open innovation in organisations should prioritise involving third parties, such as start-ups, research institutions, and customers, in the development of solutions. This approach increases the organisation’s knowledge and speeds up the time needed to bring out new products and services. The integration of innovation within the regular processes within organisations helps not only to maintain the competitiveness of the organisation but also to drive industry and social development forward. Part 2: Analysis of Past Innovations Successful Innovation Case Study Definition of a Successful Innovation Innovation can be successful when it solves the major issues that were identified during its inception and gives the organisation a competitive advantage over its peers. Success is quantified by reviewing key performance indicators that are specific to the business and a review of the objectives of the organisation. The Innovation, Its Origins and Value Proposition Baileys Strawberries & Cream emerged as a creative response to reinvigorate an iconic brand within a stagnant cream liqueur market. Launched in the Spring of 2018, the product was positioned as a limited edition to extend the use of Bailey from a seasonally associated beverage in winter to a summer consumable. Since consumers became less interested in typical cream liqueurs and more attracted to new lower-calorie and gin-based options, Baileys acted on this innovation by targeting younger consumers and new usage occasions. The product was marketed closely as an affordable luxury for adults, which reflected well on the current trends in the choice of appearance. The concept aimed at capturing emerging consumer trends like convenience and binge buying, as well as products that may be seasonal and appealing to target consumers (Bailey's Strawberry & Cream, 2019, p. 12). In doing so, it repositioned Baileys as not just a spirit-based liqueur but as a priority product in categories such as confectionery and ice cream. The company also realised that strategic repositioning was necessary to address market difficulties as well as to reestablish the brand’s importance in contemporary society. The creation of Baileys Strawberries & Cream stems from the brand's intention to contemporise the Baileys product and attract the younger crowd. With a design fee of less than £60,000, strawberry cream has been a success globally (Bailey's Strawberry & Cream, 2019, p. 5). The design is considered a crucial aspect to help distinguish this variant from the regular Baileys Original Irish Cream. A full-sleeve pink packaging, also known as ‘millennial pink,’ and engaging painterly illustrations made the product stand out on shelves. The design departed from the conventional appropriation of dark colours associated with cream liqueur. The design broke away from the conventional dark hues associated with cream liqueurs, creating a vibrant, style-driven identity that resonated with the Instagram-savvy younger generation. In addition, semiotics from the confectionery and ice cream category were used to supplement the visual strategy, which was geared towards creating an image of the product as a luxury, non-alcoholic spirit (Bailey's Strawberry & Cream, 2019, p. 5-7). The design targeted the feelings of the consumer and made Baileys a fun, lively product associated with parties and summer parties. The value proposition went beyond taste variety and created the product as a unique one that can be consumed as an experience. Baileys Strawberries & Cream offered a compelling value proposition by addressing evolving consumer preferences and market dynamics. This not only changed its positioning in the market but also introduced new reasons for consumers to buy it over the usual settings. It became more appealing to the young, stylish generation. The product was effective in the mobilisation of new customers for the brand, where 50% of the total sales were first-time buyers. The product innovation received less advertising support than any previous project and sold 50% more (Bailey's Strawberry & Cream, 2019, p. 12). Additionally, it achieved strong repeat purchase rates among younger consumers, reinforcing its role in broadening Baileys' appeal across demographics. The value proposition of the innovation also included its impact on the whole Baileys brand as well. Contrary to expectations, the sales of the Original Irish Cream were not affected by the limited edition but complemented the total brand equity in the market. Consumers who tried Strawberries & Cream often went on to purchase other Bailey's products, creating a halo effect that boosted the brand’s performance in a competitive market. Through this aesthetic presentation, the product was culturally associated with the target market. Improved product quality and innovation brought growth, new positioning, and a new role for Baileys in the market. Reasons for Innovation Success Strategies and Processes for Development and Implementation of the Innovation The success of Baileys Strawberries & Cream is largely attributed to the innovative strategies and processes employed during its development and implementation. The parent company, Diageo, undertook the market analysis to determine some of the paramount consumer trends. The main focus of this consumer market analysis was the best approaches to increase demand for products associated with celebration or luxury. Research insights were used to design a product in a way that Bailey's products will appeal to both in the festive winter season and during the summer. The main aim was to diversify the product and improve its appeal to its target consumers beyond the festive periods. Realising the scarcity of appealing sensory products, Diageo intentionally marketed Strawberries & Cream for adults and during leisure activities (Bailey's Strawberry & Cream, 2019, p. 5). The choice of shelf presence and impulse buying over other forms of promotion was an indication of how the firms were shifting towards using shelf space as the primary form of promoting products. Design thinking was used to integrate creativity and customer relations in the product development process. Rosch et al. (2023) note that design thinking constitutes the omnipresent approach to augment innovativeness in diverse fields. In this vein, the pink-coloured packaging and painted illustrations were designed with millennials in mind to ensure that the overall aesthetic of the product was appealing in retail spaces. The impact of this major shift in design went beyond merely signposting a new taste for Bailey's, which was repositioning the brand identity of the drink through association with modern cultures. The innovation process also involved cross-functional coordination in design, marketing, and production disciplines in order to avoid any hitches (Bailey's Strawberry & Cream, 2019, p. 6). By focusing on strategic differentiation and aligning design with market needs, Baileys Strawberries & Cream set a precedent for how well-executed strategies can transform a traditional product into a market disruptor. Leadership, Culture, and Organizational Factors The internal leadership and organisational culture at Diageo played a pivotal role in the success of Baileys Strawberries & Cream. The leadership team created a design solution that was able to maximise its store presence and position the product among the best impulse purchases among younger customers. Statistics showed that 32% of customers in the UK and 44% of customers in Germany were aware of the product because they saw it in retail shops (Baileys Strawberries & Cream, 2019, p. 10). The leadership team recognized that numbers do not lie and thus exhibited a forward-thinking approach by embracing unconventional methods to refresh the Baileys brand. This new perspective was evident in the leadership team of Baileys as many of the ideas applied in the brand rejuvenation process relate to the use of radical thinking. This was best demonstrated through the company’s readiness to deviate from the conventional cream liqueur look and feel and to allow creativity from the designers. With design as its major sales strategy, the leadership is demonstrating confidence in innovation, especially as a tool to build deep relationships with the consumer. The report released by Bailey's Strawberries and Cream incorporates various efforts spearheaded by the leadership team to oversee their success. In the document, the company’s global design director, Jeremy Lindley, pointed out the fact that strategic importance was placed on the packaging, and he attributed the success of the product to its design. Statistics showed that 92% of customers revealed that they considered the product as a treat. In July and August of 2019, the product was recruiting new consumers at the rate of 27% in the UK and 16% in Germany (Baileys Strawberries & Cream, 2019, p. 10). The use of creativity in Diageo enhanced collaboration and adaptability, which catapulted the product into the market. A cross-functional approach facilitated the exchange of information and knowledge between different teams to avail better market analysis, design, and production concepts. This kind of approach enabled Diageo to solve problems in reaching younger generations by implementing the design with the help of low advertising budgets. Research indicates the need to foster a culture of innovation by embracing experimentation and providing resources to back up the innovative ideas required in a company (Zhang et al., 2023, p. 2-3). These internal factors demonstrate how leadership vision and a supportive organisational structure can transform ambitious ideas into successful products. External Factors Influencing Success External market dynamics and cultural trends significantly influenced the success of Baileys Strawberries & Cream. The product leveraged the developing trend of creating more appealing and interactive products. Generation Z is attracted to products that give them...