Innovation Management Report: Unilever's Strategies and Analysis

This report provides an in-depth analysis of Unilever's innovation management strategies. It explores how Unilever, a multinational company, prioritizes innovation across its diverse range of products and services to maintain a competitive edge in the market. The report examines the challenges and risks associated with innovation, highlighting the importance of adapting to market changes and integrating technology. It discusses the company's organizational structure and the role of management in fostering creativity and implementing innovative solutions, such as the development of pyramid tea bags. The report also emphasizes the significance of information technology and the need for effective motivating factors to drive innovation. It concludes by advocating for a proactive approach to organizational change to enhance Unilever's overall performance and adaptability within the competitive business landscape.

Running head: REPORT: MANAGING INNOVATION
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Report: Managing Innovation
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Report: Managing Innovation
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Institutional Affiliation:

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Report: Managing Innovation
Unilever is one of the multinational companies in the world which performs well in the
cooperate market. In this case, the company's managers acknowledge the importance of
innovation. This is because they deal with a wide variety of goods and services which requires
invention and innovation. For instance, the managers were given a task of improving tea bags to
prepare iced tea in the form of powder. They came up with the pyramid tea bags which resulted
in a quick infusion of flavor in any cold water. Nowadays, the majority of the workers are not
satisfied with the management of creativity in their industry. The report is designed to boost the
general performance of the firm through innovation. However, the level of change varies
significantly within firms from the same industry. The structural and organizational factors
remained constant because most firms in Unilever will affect t the innovation and the wellbeing
of the industry. The main purpose of this report is to point out Unilever's innovation structure
beyond the comfort zone as reported below.
The report confirms that the innovative firms are those firms which can utilize to improve
their goods and services and outperform their competitors in the market. Any person with a
cautious mind will admit that a large market share and profitability is gained through innovation
at Unilever. However, managing innovation is believed to be much more difficult and risky.
Most firms in the industry do not take part in innovation because they fear the risk that is
exposed in coming up with new ideas (Tidd & Bessant, 2013). The risk of performing well in the
market is also a critical factor that should not be sublimed. Most invented technology fail to be
translated into commodities which are not successful in a commercial way. In other words,

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innovation will lead to competitiveness with a new set of management and skills which run the
daily situations in a business set up.
The report aims at equipping the learners with knowledge and skills to manage
innovation at any given level in a firm. Additionally, the report integrates the organization of
Unilever trades, management change, and technology to make the firm more competent. The
management of innovation includes control of survey and improvement. Additionally,
manufacturing and operation control gives rise to integrated innovation. On the other hand,
Unilever aims to generate diverse approaches to the wellbeing of any resourceful skill and idea
across all firms in its industry. Innovation is turning to be the primary source of victory in the
survey methods since it was discovered in 1997. Innovation has also increased the number of
activities which are not only confined to the large manufacturing firms in Unilever such as Omo
(Tidd & Bessant, 2013). Apparently, innovation has given rise to an increase in the central
operation of networking services in both public and private segments of the economy.
Information technology is one of the areas that have boosted innovation in most firms
across the world. A wave of new ventures of the internet has resulted in significant growth of
most firms in the industry (Tidd & Bessant, 2013). The competitive edge of the economic
system is giving rise to other emerging technologies, especially in resource exploitation. In the
same way, previous assumptions in innovation challenge emerging technology and keeps on
increasing each and every time. Most firms including Unilever have invested mainly in the
management of innovation has grown and improved contextual knowledge while the previous
assumptions challenged. Unilever has invested in websites that support their content worldwide
to increase its sales. More so, the website can also support the needs of the users. At Unilever,
the largest management confirms that important segments of the industrial system of innovation

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are insufficiently addressed by current managers. For instance, operations of innovation
technology require effective motivating factors to increase production limits. Technology is
transformed into successful manufacturing of goods in the firms.
In conclusion, managing innovation provides competent and resourceful procedures of
modern technology to achieve the firm's set goals. In this case, Unilever requires analysis of
organizational structures put in place to boost the well being of the firms and compete favorably
in the cooperate world. In this case, the company's managers acknowledge the importance of
innovation. Apparently, this is because they deal with a wide variety of goods and services which
requires invention and innovation. Tactfully, the control system in the innovation has diverted
with the purpose of changing the firm's structural and cultural wellbeing. The structure can be
altered through the improvement of the internal processes. The alteration reveals that operations
system in the innovation should not direct its resources in one age such as marketing and the
need for the organizational change interact. An organization which does not encourage
innovation breeds redundancy in its general performance. Therefore, flat structures can increase
the rate of offering their present goods and services in the market, but they will not be able to
deliver innovative products.

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Reference
Tidd, J., & Bessant, J. R. (2013). Managing innovation: Integrating technological, market and
organizational change. Chichester, West Sussex: John Wiley & Sons