This webcast offers a behind-the-scenes look at how ICL, one of the leading global manufacturers of speciality minerals and fertilizers, is redefining innovation management through its groundbreaking Business Innovation for Growth (BIG) program. Dr. Hila Koren, Director of ICL’s Internal Innovation Accelerator and Noam Danon, Founder and CEO of Qmarkets, share how ICL is scaling a culture of innovation across global operations—turning thousands of creative ideas into tangible business results.
Discover how ICL has moved beyond traditional innovation frameworks to generate:
- 5000+ ideas
- 1000+ projects
- +$250 million in annual operating income
- +$1 billion in forecasted ROI
From the role of cross-functional “Champions” to the structure of its Innovation Leadership Program (ILP) in collaboration with Tel Aviv University, this webinar offers a blueprint for building sustainable, ROI-driven innovation at scale.
Whether you’re leading an innovation function or looking to energize your workforce with a future-ready approach, this is a rare opportunity to learn from one of the most progressive innovation programs in the corporate world.
Watch the replay; read the highlights; or download the slides below.
The webcast included this poll question, about the biggest barrier in an innovation program:
Here are six pieces of advice from the discussion.
1. Start Small and Scale Deliberately
A successful innovation program should evolve gradually to ensure stability and relevance. Hila Koren described how ICL began with just 500 participants and scaled up after learning and adjustment: “We started off with a pilot with 500 participants… then grew up into 1500 employees… and only a year after that, we opened it to the whole 12,000 [employees in the company.]
2. Manage the Entire Innovation Value Chain
Don’t stop at idea generation. True innovation programs move ideas through evaluation, development, and implementation.
3. Leverage Existing Organizational Structures
Embedding innovation into current systems makes it more resilient and scalable. Koren said ICL used its divisional structure, and routines like town halls and newsletters.
4. Define Innovation in a Way That Includes Everyone
A shared, accessible definition helps make innovation part of company culture. ICL’s framing — changing how things are done to improve business outcomes — enables broad participation. Danon pointed to how this kind of inclusive framing builds relevance: “They’re fully embedded into the organization…[and] aligned with the strategic priorities.”
5. Use Data-Driven Recognition and Strategic Alignment to Motivate Engagement
To sustain engagement and earn executive support, link innovation activity to strategy and measurable impact. ICL’s “BIG Index” tracks engagement, review rates, and financial value. “We are using typical financial metrics… [including] operating income, cost, time to money, and the time to market, and the probability of success… and we put a number on that… that we calculate into an index,” Koren explained.
6. Avoid Isolated Innovation Teams — Embed Innovation Across the Business
Danon emphasized that innovation teams succeed when they avoid being siloed at headquarters and instead become deeply integrated into business operations: “They avoid staying on the side — HQ innovation,” he said. “They’re fully embedded into the organization.” This ensures the innovation function is relevant, responsive, and connected to outcomes that matter.
Host Bios
Dr. Hila Koren
Dr. Hila Koren is ICL’s Internal Innovation Senior Manager. With 15 years of experience, Hila’s expertise lies in designing and implementing corporate innovation management processes aimed at fostering a culture of innovation within organizations. Before joining ICL, Dr. Koren consulted and led innovation initiatives in global companies across diverse sectors, including Finance, Homeland Security, Shipping, Energy, and more. Hila holds a Ph.D. in Management from Haifa University and teaches in the M.A. program for Organizational Innovation and Entrepreneurship at Sapir Academic College and in Lahav Executive Education at Tel Aviv University.
Noam Danon
Noam Danon is the Founder and CEO of Qmarkets and a recognized global thought leader in innovation management. With over 25 years of experience in enterprise software, Noam has spent the past 15 pioneering the innovation and idea management space, helping leading organizations design and implement scalable, high-impact innovation programs. He is an expert in leveraging collective intelligence to drive lasting engagement across large stakeholder audiences, both internal and external — with a proven track record of turning innovation into a repeatable, results-driven process.
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