Many businesses are cognitively entrenched by legacy culture or short-sighted management. They struggle to ask better questions about their business, let alone innovate. Siloed thinking in large businesses is still prevalent and continues to stifle innovation.
Fortunately, Pfizer had champions-for-change in the business. Our brief was to get the team out of their comfort zone and get them thinking differently.
The greatest victory for this project was unlocking knowledge within the legal team. It turns out they are some of the most innovative thinkers and problem solvers we have ever worked with. We brought the entire team together at a lab in Helsingborg, Sweden. Challenges were thrown down, creative intelligence applied and dots joined. Together we increased the speed to market by three years for some of the most groundbreaking ideas.
We prototyped, tested and refined ideas. We set out a strategic vision to transform the category, and devised design principles to help roster agencies execute. The products developed from this project are still being launched today. No indemnity insurance claims were made.
Over breakfast, on day one of the first full-team workshop, the most senior member of the client team asked us a very serious question. “Do you have professional indemnity insurance?” We smiled. We had succeeded before we’d even started!
This innovation project was a well resourced, global project. We diligently analysed volumes of existing data and collected first-hand insight from seven markets to understand the trials and tribulations of quitting smoking.
We interviewed members of The Sense Network to add a human facet to the process. This including experts in behavior change, an amputee, and those struggling with addiction, including gambling. This wider lens helped us understand how Pfizer could develop products that would lead the smoking cessation market.