Estée lauder strategie

Pages: 13 (3134 mots) Publié le: 28 avril 2010
SVP, Corporate Product Innovation Estée Lauder

Anne Carullo

the innovator’s interview
May 2009 The Innovator’s Interview highlights unique innovations from a wide range of industries, and is an opportunity for futurethink and some of today’s leading innovations to share insights and ideas.
Turn innovation into action Future Think LLC © 2005–09 Reproduction prohibited New York NYwww.getfuturethink.com

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the innovator’s interview

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Anne Carullo
the background

This Innovator Interview series highlights leading innovators at Fortune 500 companies. In contrast to past interviews, focusing on a single innovation, this series examines the state of innovation at global organizations. We spoke with both innovation leaders and practitioners, within varying businessunits and organizational structures, across a broad range of industries both for–profit and not–for–profit. The interviews offer a unique insider’s view into the world of innovation—what makes it work, what holds organizations back, and what critical advice new innovators need to know to be more successful with innovation overall.

the interview
futurethink recently tapped the mind of AnneCarullo, SVP–Corporate Product Innovation at Estée Lauder to learn how the cosmetics giant innovates. Read on to learn why the customer isn’t always right, how hiring the Top 2% isn’t necessarily good for innovation, and the importance of looking backward for new ideas.

You said that innovation at Estée Lauder is different than how other leading innovators do it. Can you elaborate? Innovation is acentral theme to the corporate mission of Estée Lauder Companies and much of that stems from the Product Development department, which differs from other organizations in that Product Development is not part of R&D or Marketing. We’re a very specific group of people that work on development with R&D and Strategy with Marketing. The senior heads report directly into the Chief Innovation Officer aswell as the President of the brands that we’re assigned to. Our overall responsibility from a branded standpoint is to work with the brands to develop innovation strategies and design these strategies so that we can support their business initiatives. In addition, we are also responsible for developing and conceptualizing – that is, investigating new disruptive concepts and ideas outside theindustry and applying them to our business. These are things that are not necessarily requested by any specific brand. So, I function as a creative developer to conceptualize and formulate while supporting the brand strategies. You work across multiple brands, then? Yes. My official title at Estée Lauder is Senior Vice President of Corporate Product Innovation. I’m corporate head, but I am brandassignedas well. I have three brands that I’m currently responsible for: the Estée Lauder brand, the Re-Nutriv brand, and Tom Ford Beauty. I’ve been here for 17 years, always in the capacity of product development. And I’ve been in the industry for even longer, always in a product development role. Before Estée Lauder Companies I was with Max Factor for eight years, which was acquired by P&G. And prior tothat, I was with Revlon. So, my entire career has been specifically in the cosmetic industry..

Anticipate. Innovate. Future Think LLC © 2005–09 Reproduction prohibited New York NY www.getfuturethink.com

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the innovator’s interview

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Anne Carullo

What would you say is the single biggest challenge to making innovation happen? In my opinion, the two biggest challenges tomaking innovation happen are: building an infrastructure that supports and sustains innovation and maintaining the speed and flexibility to drive it on a timeline that’s going to make an impact in the marketplace. Speed matters! How you have overcome some of these challenges? People and resources. If the message from the top down is that innovation and creativity are singularly the most important...
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