Food & Beverage
The idea behind the creation of the coLAB, as founder Greg Shewmaker explains it, is that “we know less about our food than we ever have at any other time in history. We want to do something about it. I don’t want to go sell more Greek yogurt or healthy products. I want to go do something big, and fix some big problems.” Photo gallery inside…
Coca-Cola has shut down its Founders program, which sought to work with entrepreneurs and invest in startups that would benefit the beverage giant in some way. The initiative was launched in 2013, and since then has backed eight companies. One possible cause? A back-to-basics focus on the core business.
Indiegogo SVP Jerry Needel explains how companies like GE and Hasbro have been using crowdfunding as a way to gauge consumer demand for new products — or engage collaborators in new ways. Needel also shares his advice. “We always counsel people to be authentic: who they are, what they’re trying to accomplish, and where they’re coming from,” he says.
Betting big on digital has been very good for Domino’s Pizza, the nation’s second largest pizza chain by sales and locations, after Pizza Hut. In its latest quarterly earnings report, the Ann Arbor, Michigan company said same-store sales grew by 10.7 percent at its domestic franchise locations. Chief Digital Officer Dennis Maloney explains how they’ve been doing it…
Global Vice President of Innovation Dondeena Bradley talks about driving multiple new initiatives aimed at transforming Weight Watchers into a holistic, community-driven company.
The story of the Opal ice maker is an early case study of how a large organization leveraged crowdsourcing and crowdfunding to get a new concept in front of consumers fast.
When Taco Bell tried to deliver new digital and in-store technologies for its customers and team members, the quick-service restaurant chain felt like it wasn’t able to move fast enough. A recently-formed 20-person team focused on Digital Innovation and On Demand is changing that. We talk to leader Lawrence Kim.
In recent years, Brian Lee, vice president of product innovation at Jamba Juice, has engineered a number of new product launches, expanding Jamba’s reach in beverages with fresh-squeezed juices and making a leap into the healthy food space with energy bowls. Lee lays out the steps Jamba goes through in developing a new food or drink idea.
Kim Yansen of Mondelez (think Chips Ahoy and Trident gum) talks with Innovation Leader about latest iteration of the $34 billion food company’s Shopper Futures program; the risks involved in working with startups; and the ways that consumers’ changing habits are forcing companies to be more nimble and forward-looking.
Peter Erickson, executive vice president of Innovation, Technology, and Quality for General Mills, is focused on a very clear goal: to help the company, with 43,000 emloyees and brands like Cheerios, Nature Valley, and Betty Crocker, become “the best big small food company in the world.” Here’s our exclusive interview on how he’s doing it…
Was your company born to disrupt established industries? Or is its heritage in marketing and distribution, building brands that are recognizable around the world? Maybe the way your company obtains new products is by acquiring small startups. Every company has different DNA, which means innovation approaches need to differ.
Howard Schultz, the founder and CEO of Starbucks, had a vision that he’d been developing for a decade. He wanted to create a shrine to coffee in Seattle, the company’s hometown, where visitors could learn about the bean and the beverage, immerse themselves in the Starbucks brand, and watch as it “rained coffee beans.” VP Liz Muller was asked to make the vision real.
VP of Innovation and Entrepreneurship David Butler talks about his work to combine entrepreneurial ideas and speed with Coca-Cola’s scale and brand power. Includes a half-hour of downloadable audio.
Deborah Arcoleo, Director of the Advanced Innovation Center of Excellence, talks about how Hershey’s thinks about innovating beyond its product portfolio; how they measure innovation impact; training and capability development; and ensuring continued management buy-in for the innovation team. Includes audio and slides…
Blaine Hurst, the Chief Technology and Transformation Officer at Panera Bread, explains how he worked with CEO and founder Ron Shaich to design and test the “Panera 2.0” concept, working out of a single cafe near Boston’s Fenway Park.
In 2012, Beech-Nut acknowledged that it had a problem. Moms were no longer relying on baby food from the supermarket, and they regarded homemade food as the gold standard. “We realized we needed to completely innovate across the total product offering,” says Beech-Nut exec Andy Dahlen. Here’s how they did it…
Mike Helser, head of the General Mills Worldwide Innovation Network, shares what the $17.8 billion consumer packaged goods company has learned from its open innovation experiences. We’ve got slides, steps for porting his model, and details on his “X-Squad.”
VP of innovation and entrepreneurship David Butler shares the experiments Coke is trying internally and externally as a way to “regenerate the culture” of the 150,000 employee company, including hackathons to improve its soda dispensers and conferences focused on learning from failure. Above, two employees present an idea at Coke’s first employee Startup Weekend, held in June 2013.