What challenge(s) do our clients face?

Innovation is a core path to maintaining competitive advantage. It affords the opportunity to create the next disruptive alternative in order to address a market need; and yet, is a never-ending battle that can become a challenging day-to-day struggle, particularly for organizations with a global scope.

Working within a complex ecosystem can present several difficulties. From our experience across industries, there are common barriers to designing and implementing an effective innovation strategy and model:

  • Lost in translation:

    Markets with different maturities and needs can each have their own interpretation of the role innovation should play. For less mature markets, innovation might become an opportunity for disruptive changes in the market generating a first movers’ advantage. For more mature markets, innovation becomes the lever that protects your brand portfolio against competitors.

  • Friendly fire:

    Innovation requires involvement from all areas of the business. While marketing and sales can take center stage in the push to address portfolio opportunities, supply chain and procurement are critical for enabling this strategy. Managing multifunctional inputs and clarifying roles and responsibilities are as core to success as the quality of the strategy.

  • Knowing your consumer:

    Developing a consumer-focused strategy and using segmentation to meet specific needs rather relying on inward-looking perception

  • Being bold:

    Learning from your past successes and mistakes to take informed risks whilst not being afraid to innovate

  • Defining the strategy that works for your context:

    Using a deep understanding of your products and market to set a clear role for innovation with a strategic intent aligned with your capabilities as opposed to copying and pasting from competitors

  • Translating strategy into reality:

    Ensuring alignment across the organization with enabling factors available to support implementation

  • Prioritization of initiatives:

    Building a feasible implementation timeline with resource and investment decisions based on strategic objectives

  • Roles and responsibilities:

    Setting clear roles and responsibilities and decision boundaries for the ongoing execution, tracking and adjustment of innovation projects whilst incorporating market feedback

    An innovation strategy and/or execution gone wrong can also cause hurt across the business:

  • Lack of differentiation with competitors can damage brand image, offering, value proposition and premium pricing, causing a decreasing in profitability

  • Slow time to market can generate delayed launches, lack of impact and wrong seasonality

  • Collapsing categories and offerings can be caused by inactivity and lack of disruption

  • unsatisfactory new sales ratio can be due to disconnection with sales teams, channels, clients and consumers.

  • Oscillating employee moral and low talent retention can be caused by inability to truly innovate vs competition and startups

How do we help?

We support clients in creating ideas and models based on a balance of outside-in and inside-out thinking.

Our approach supports organizations by following a simple and structured approach that provides:

  • Get an in-depth diagnosis of your current innovations and processes.

  • Definition of the strategic purpose of innovation and how it translates into guidance for creating an innovation model

  • In the context of mergers: assessing the business value of synergies and anti-synergies.

  • Perceptions of a best-in-class innovation organization aligned with the archetypes you need (benchmarks)

  • Build an innovation model with measurable goals, end-to-end processes - finally, clear roles and responsibilities , robust data and clear control to determine the impact and status of continuous improvement.

  • We are also committed to helping you create new resources:

  • We will join, support and challenge your team on a non-technical basis. their mind

  • On the technical side, the model is in the middle, goals and thinking of the time, impact and results will make a difference, we will create and implement customer and customer focused content. of the actual value below.

What are the benefits?

Implementing a functional innovation model within the organization brings forth numerous advantages and unlocks a range of benefits.

    The implementation of impactful innovation yields a range of benefits, including:

  • Well-connected launches that address consumer needs, differentiate from competition, and occur at optimal timing.

  • Increased profitability driven by right pricing, a financial gate-oriented approach, and smart portfolio management.

  • Enhanced ability to react swiftly to trends and market movements, empowering teams to prototype, learn, and roll out products, services, and features.

  • Reduced time to market by streamlining innovation project planning and execution, enabling rapid responses to market demands.

  • Decreased waiting time for approvals through a clear and efficient approval process that captures essential feedback without sacrificing speed.

  • Improved visibility and analytics by capturing execution information and results in a structured manner, facilitating prompt identification and action on issues and opportunities.

  • Heightened clarity of roles and responsibilities, minimizing misunderstandings among different business areas and optimizing resource allocation.

  • More effective leveraging of knowledge by centralizing information within a model designed to inform future decisions.

How does it work?

By adopting a comprehensive strategy that combines internal knowledge and our extensive experience, we can maximize our potential and achieve greater success.

Each organization has its own unique context, objectives and needs when it comes to innovation. We combine your knowledge of your business with Integration’s expertise on innovation to diagnose, design and implement an innovation model that is right for you.

Structured into four main steps, our methodology guarantees a comprehensive perspective on key issues and offers effective strategies to address them.

What is my positioning about innovation? How innovation can aggregate value? How ready am I to innovate?

  • Innovation Diagnosis: understand the initiatives in the company focused on innovation

  • Understand the purpose of innovating (i.g. portfolio, business model, automation, etc)

  • Define the target innovation positioning (vanguard or catch up) and investment thesis

  • Benchmark: what exists in the segment in terms of innovation

What are the possible innovation models? What are the benefits and disadvantages of the models? What is my gap in each model?

  • Menu of possible innovation models, with analysis of pros and cons, risks, innovation readiness, ‘Make or Buy’ analysis (example of models: venture capital, partnerships, M&A, accelerator, co-working, internal innovation area, startup foundation, etc)

  • Definition of the model and innovation opportunities considering the gaps of the company and competencies to be developed

How can I organize internally to enable the chosen model? What is the required investment?

  • Definition of structure considering agile approach
  • Innovation processes and tools
  • Governance guaranteeing the connection of innovation with the business areas
  • Financial simulation to measure the costs and funding model

How will be the transition to the defined model? Which work fronts and governance should be put in place to implement?

  • Implementation Plan

  • Definition of the governance, work streams, project leaders and squads

  • Ecosystem scan and assessment for the chosen model

For example, a tailored approach is used during the initial 2 stages of the methodology. In order to diagnose and design the innovation model, the following frame is commonly used to set a guideline for these discussions.



In recent years, our approach to innovation in organizations has been strengthened by our understanding of new models and the resources they require. We are proud to support customers in multiple industries (services, food and beverage, healthcare, personal care, etc.) and regions (America, Europe and Asia).

BMCS India BMCS India BMCS India BMCS India


BMCS India
BMCS India

Dhruv Patel is an engagement manager at BMCS and has been working since 2019 in the Argentinean office in the Supply Chain Practice.

Dhruv Patel

BMCS India

Aarush Gandhi is a Manager at BMCS with significant experience in Supply Chain and Implementation having worked across both of BMCS practices.

Aarush Gandhi

BMCS India

Nikhil Singh is a Director at BMCS and has been working since July 2011 in the practice of Marketing & Sales. Prior to BMCS, Jonathan was an Analyst

Nikhil Singh

BMCS India

Keshav is a Manager in the Marketing & Sales practice. Originally from Columbia, Luis is an entrepreneur at heart, and has worked in several start-ups in Colombia, receiving his MBA

Keshav Sinha

BMCS India

Chaitanya Varma is a Financial Controller at BMCS and has been part of the Finance area since January 2011. Her experience includes financial analysis.

Chaitanya Varma

BMCS India

Rishi Sinha is a Specialist on Supply Chain Strategy at BMCS, working since 2010 at the firm. He has over 20 years of experience in Supply Chain collaborating with companies

Rishi Sinha

BMCS India

Knish is a Managing Partner and has overseen the Mexico City office since 2008. Prior to BMCS, Gerard accumulated 25 years of experience in executive positions at L’Oréal

Knish Raj

BMCS India

Rajbir is a senior manager I within the Implementation practice at BMCS, and has been part of the team since July 2011. His experience includes leading transformational projects.

Rajbir Kapoor