Business Innovation Success Factors

For years, the biggest players in CPG and FMCG—Unilever, Nestlé, Kraft Heinz—built their empires on food. But now? They’re making a massive pivot..if you had told me 5 years ago that these brands would be pulling back from food, I would’ve raised an eyebrow. -Unilever is cutting loose its $8 billion ice cream division, choosing to focus on higher-margin beauty and wellness. -Nestlé is doubling down on health-science-based nutrition as food brands struggle with pricing power. - #CPG giants are seeing stronger growth in self-care, supplements, and skincare than in traditional food categories. The global personal care market is expected to hit $758 billion by 2030, while processed food growth slows. Why This Shift? 1. Margins in food are shrinking. Consumers are trading down, private labels are winning, and inflation-wary shoppers aren’t absorbing cost hikes like they used to. 2. Health & wellness are driving premiumization. Customers will pay more for skincare, supplements, and functional beverages—but not for basic pantry staples. 3. Brand loyalty in food is eroding. Over 50% of consumers are comfortable switching food brands based on price, but loyalty remains strong in beauty, healthcare, and wellness. Winning Brands Are Already Moving: -L'Oréal’s skincare division posted 9.1% revenue growth last year, while traditional CPG food brands saw single-digit declines. -The Coca-Cola Company is investing in functional drinks and non-carbonated wellness categories to stay relevant. -PepsiCo’s biggest success? Gatorade’s expansion into hydration and performance-based drinks, not soda. CPG Leaders: ✅ Stop thinking of food as the core driver of growth. Instead, align with evolving consumer behavior. ✅ Invest in personalization, self-care, and functional health. That’s where demand (and pricing power) is strongest. ✅ Rethink your brand mix. Is your portfolio weighted toward categories that will still be relevant in 5-10 years? So, here’s my question to FMCG execs: Are you future-proofing your brand strategy—or just managing decline? Let’s talk. #FMCG #CPG #ConsumerTrends #GrowthStrategy #Beauty #Wellness #RevenueShift #BrandEvolution "

𝗧𝗼𝗱𝗮𝘆, 𝗣𝗠𝗜 𝗿𝗲𝗹𝗲𝗮𝘀𝗲𝘀 𝘁𝗵𝗲 𝗳𝗶𝗿𝘀𝘁 𝗿𝗲𝘀𝘂𝗹𝘁𝘀 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲 𝗹𝗮𝗿𝗴𝗲𝘀𝘁 𝘀𝘁𝘂𝗱𝘆 𝘄𝗲’𝘃𝗲 𝗲𝘃𝗲𝗿 𝗰𝗼𝗻𝗱𝘂𝗰𝘁𝗲𝗱 - 𝗼𝗻 𝗮 𝘁𝗼𝗽𝗶𝗰 𝘁𝗵𝗮𝘁 𝗶𝘀 𝗰𝗿𝗶𝘁𝗶𝗰𝗮𝗹 𝘁𝗼 𝗼𝘂𝗿 𝗽𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻: 𝗣𝗿𝗼𝗷𝗲𝗰𝘁 𝗦𝘂𝗰𝗰𝗲𝘀𝘀. 📚 Read the report: https://lnkd.in/ekRmSj_h With this report, we are introducing a simple and scalable way to measure project success. A successful project is one that 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘀 𝘃𝗮𝗹𝘂𝗲 𝘄𝗼𝗿𝘁𝗵 𝘁𝗵𝗲 𝗲𝗳𝗳𝗼𝗿𝘁 𝗮𝗻𝗱 𝗲𝘅𝗽𝗲𝗻𝘀𝗲, as perceived by key stakeholders. This clearly represents a shift for our profession, where beyond execution excellence we also feel accountable for doing anything in our power to improve the impact of our work and the value it generates at large. The implications for project professionals can be summarized in a framework for delivering 𝗠𝗢𝗥𝗘 success: 📚𝗠anage Perceptions For a project to be considered successful, the key stakeholders - customers, executives, or others - must perceive that the project’s outcomes provide sufficient value relative to the perceived investment of resources. 📚𝗢wn Project Success beyond Project Management Success Project professionals need to take any opportunity to move beyond literal mandates and feel accountable for improving outcomes while minimizing waste. 📚𝗥elentlessly Reassess Project Parameters Project professionals need to recognize the reality of inevitable and ongoing change, and continuously, in collaboration with stakeholders, reassess the perception of value and adjust plans. 📚𝗘xpand Perspective All projects have impacts beyond just the scope of the project itself. Even if we do not control all parameters, we must consider the broader picture and how the project fits within the larger business, goals, or objectives of the enterprise, and ultimately, our world. I believe executives will be excited about this work. It highlights the value project professionals can bring to their organizations and clarifies the vital role they play in driving transformation, delivering business results, and positively impacting the world. The shift in mindset will encourage project professionals to consider the perceptions of all stakeholders- not just the c-suite, but also customers and communities. To deliver more successful projects, business leaders must create environments that empower project professionals. They need to involve them in defining - and continuously reassessing and challenging - project value. Leverage their expertise. Invest in their work. And hold them accountable for contributing to maximize the perception of project value at all phases of the project - beyond excellence in execution. 📚 Please read the report, reflect on its findings, and share it broadly. And comment! Project Management Institute #ProjectSuccess #PMI #Leadership #ProjectManagementToday

The 8 points of failure that are killing innovation in your charity - right now 🤨 Have you ever tried to push a piano up a muddy hill in ballet shoes? Try it. Not much fun. This is how most leadership-mandated innovation goes 👇🏽 1. A senior leader shoots the starting gun. "Test everything. Move fast. Find new income." They mean it. The door is open. 2. The team tries to test something on the website. It goes in the digital backlog. Sits there for three months like a book on the shelf of a library - waiting to burst into life 3. They want to run an email to a new audience. The CRM team are at capacity. Maybe next quarter. Maybe never. 4. They try to spin up a landing page. Procurement want to know why they can't just use the main site. Compliance won't let them onboard a quick and easy prototyping site. 5. They escalate to the senior leader. Who is confused — because as far as they're concerned, they already said yes. 6. The team concludes they have a creativity problem. They don't. They have a structural problem. A huge one. 7. They fight for priority in the BAU backlog. They lose. They always lose. That backlog wasn't designed for experimental work. 8. The innovation mandate quietly dies. Not with a bang. Just with a despondent air of resignation. Innovation dies in BAU process. And so do the hearts of your most talented staff. ❤️🩹

How Kim Kardashian Built SKIMS into a Global Powerhouse... As professionals, we often discuss the critical elements of successful entrepreneurship: innovation, market understanding, branding, and strategic partnerships. Today, I want to spotlight a case study that encapsulates all these elements and more – SKIMS, founded by Kim Kardashian. Starting with a personal brand built on the global stage, Kim leveraged her massive following and media influence to introduce SKIMS, a brand that redefined inclusivity in the fashion industry. But her journey from celebrity to entrepreneur provides invaluable lessons on how to transform personal success into a business empire. 1. Understanding the Market Gap: Kim identified a significant gap in the shapewear industry – a lack of inclusivity and diversity. SKIMS was born out of the need for shapewear that catered to all body types and skin tones, a reflection of real women across the globe. 2. Leveraging Personal Brand: Utilizing her status, Kim didn't just endorse SKIMS; she became its most powerful marketing tool. Through her social media platforms, she engaged directly with millions, turning followers into customers. 3. Strategic Partnerships and Expansion: Recognizing the power of collaboration, SKIMS partnered with high-profile brands and retailers, expanding its reach. The brand's adaptive strategy, even amid global challenges like the pandemic, showcased Kim's agility in navigating the business landscape. 4. Commitment to Quality and Innovation: Beyond marketing, SKIMS is committed to product innovation, constantly refining and expanding its offerings to meet diverse consumer needs. This commitment to quality has fostered brand loyalty and market growth. 5. Philanthropy and Social Impact: SKIMS' success story is also marked by its commitment to social causes, from donations to charitable organizations to support social movements. This approach has not only contributed to societal well-being but has also strengthened the brand's relationship with its customer base. Kim Kardashian's journey with SKIMS underscores the power of leveraging a personal brand for entrepreneurial success. It also highlights the importance of understanding market needs, embracing innovation, and maintaining a commitment to social impact.

The Four Places Enterprise AI Breaks Down ...And Why Most Teams Miss Them After reviewing dozens of AI initiatives, I’ve noticed something consistent. Enterprise AI rarely fails randomly. It fails in the same four places over and over again. 1. Ownership & Workflow Breakdown (The People and Process Gap) This is the most common failure. The model produces outputs, but - No one owns the decision - No workflow actually changes - We continue working the same way as before AI takes the side seat instead of a decision driver. If no one is accountable for acting on the output the system will be ignored no matter how good it is. 2. Data & System Fragility (The Foundation Problem) Teams often think the hard part is modeling. In reality, the biggest blockers are - Unreliable or restricted data access - Manual data pulls - Legacy systems that can’t support continuous operation - No plan for drift or data change and most leaders don't have a clue what it is When data pipelines aren’t production grade, AI becomes expensive to maintain. 3. Value Definition Failure (The KPI vs Outcome Trap) Many teams optimize what’s easy to measure - Accuracy - Precision - Engagement - Usage But they never answer - Which business decision is changing? - What cost, risk, or time is actually reduced? - How will success be measured after the decision? This is how organizations end up with impressive metrics and no ROI. 4. Risk & Control Blind Spots (The Governance Reality Check) Enterprise AI doesn’t operate in a vacuum. Security, legal, compliance, audit, and risk teams eventually get involved and when they do late surprises kill momentum - No audit trail - No explainability - No guardrails - No incident response plan Projects don’t fail here. They get paused, scoped down, or quietly shelved. Why These Failures Are Easy to Miss Each is often owned by a different group - Business - Data/Engineering - Product - Risk/IT/Security Everyone thinks they’re doing their part. But AI value only appears when all four zones align at the same time. A Better Way to Judge AI Progress Before celebrating accuracy or dashboard trend check is - Has a real business decision shifted? - Is there a named owner accountable for that decision? - Can the impact be measured after the decision, not just before it? - Would the business notice if the AI were switched off? If the answer is probably NOT then you’re looking at check box activity not value creation. If you design explicitly for all four components mentioned earlier the odds of success change dramatically. Far Side Of AI #AI #FarSideOfAI

Wallace and Gromit bring Christmas cheer. Innovation can sometimes backfire. Here are three solid UK examples where innovation backfired, at least in the way it was executed. Each one carries a useful leadership lesson rather than a cheap “innovation is bad” narrative. 1. Tesco – The Fresh & Easy Disaster The innovation Tesco launched Fresh & Easy in the US, a radically different convenience-led, private-label heavy format. It was meant to leapfrog traditional supermarkets using data, scale, and operational excellence. Why it backfired Tesco assumed that what worked in the UK would translate globally Customer habits were misunderstood, particularly around fresh food and ready meals. The model was over-engineered before demand was proven. Outcome £1.2bn+ written off Management distraction back in the UK A bruised brand reputation for “arrogant innovation” Leadership lesson Innovation failed not because it was bold, but because it ignored local customer reality. Insight beats data. Curiosity beats confidence. 2. Marks & Spencer – Clothing “Innovation” That Forgot the Customer The innovation M&S repeatedly tried to modernise its clothing ranges, cutting back classic lines, experimenting with new fits, fabrics, and “younger” designs. Why it backfired Innovation was internally driven, not customer-led Loyal customers felt abandoned Core strengths (quality, fit, reliability) were diluted Outcome Years of declining clothing sales Loss of brand clarity Eventual back-to-basics reset Leadership lesson Innovation that undermines your reason for being is not progress; it’s erosion. Protect the core while experimenting at the edge. 3. Dyson – The Electric Car That Never Launched The innovation Dyson invested around £500m developing a radical electric vehicle, aiming to disrupt automotive design as it had with vacuum cleaners. Why it backfired Technically impressive, commercially unviable Manufacturing economics didn’t stack up Market timing and competitive intensity were underestimated Outcome Project cancelled before launch Significant sunk cost Strategic retreat back to core categories Leadership lesson Not all innovation deserves to see daylight. The bravest innovation decision is sometimes knowing when to stop. The common thread (and the real takeaway) In all three cases, the failure wasn’t creativity, ambition, or intelligence. It was misaligned innovation: Too far from the customer Too far from the core Too far from commercial reality Innovation is not about novelty. It’s about a useful change that customers will pay for. Unfortunately, the list goes on and on; Jaguar rebrand, New Coke..... What would you add to the list?

I believe every successful business runs on two engines: People and Profits. Ignore one, and the whole machine breaks down. Focus on both, and you create a system that drives sustainable growth and long-term success. Your people—employees, customers, and partners—are the lifeblood of your business. Engaged teams innovate and deliver value. Happy customers become loyal advocates. Strong relationships with partners open doors to new opportunities. But here’s the catch: you can’t just hire people and expect results. The key is to: - Build a culture of trust and collaboration. - Invest in their growth and development. - Create an environment where everyone feels valued. Passion may start a business, but profits sustain it. Without healthy margins, you can’t reinvest in your people, scale operations, or weather economic uncertainty. Smart businesses don’t just focus on top-line revenue; they optimize for profitability by: - Streamlining processes. - Pricing for value. - Monitoring cash flow and reinvesting wisely. When people and profits come together, the results are game-changing. An inspired team delivers exceptional results, creating memorable customer experiences that build loyalty and trust. These satisfied customers don’t just stick around - they advocate for your business, driving revenue and boosting profitability. Those profits then allow you to reinvest in your team, enhancing their skills, morale, and performance. This creates a dynamic, self-sustaining cycle where growth and success continuously fuel each other. The Real Question: Are Both Engines Running in Your Business? Take a moment to reflect: - Are you empowering your people to perform their best? - Are you building a financial foundation that enables growth? Success isn’t about choosing between people or profits—it’s about prioritizing both.

A CEO asked me last quarter why his team kept losing deals they should have won. Strong product. Competitive pricing. Solid references. But prospects kept choosing competitors they'd worked with before, even when those competitors cost more and delivered less. The answer was in his pipeline data. His team was spending eighteen months on deals that high-trust companies closed in nine. Not because they were slower, but because prospects needed more due diligence. More validation. More reassurance that this company would actually deliver. So I asked him a different question. Do you know what your pipeline would look like if your company had a stellar reputation that preceded every sales conversation? Most executives treat trust as something that lives in brand surveys. But trust creates systematic advantages that show up in every deal, every hire, and every partnership. When organizations build credibility through consistent delivery, something shifts in how the market evaluates them. Prospects spend less time verifying claims and more time exploring whether the solution solves their problem. The economics are straightforward. High-trust companies compress sales cycles by forty to fifty percent because reputation handles the qualification work that sales teams normally spend months doing. A team closing one hundred million annually can suddenly handle one hundred sixty million in opportunities with the same headcount. Not through growth hacks—with reduced friction at every stage. But cycle compression is just the beginning. Companies with established credibility see conversion rates of 60-70% with existing relationships, compared to 5-20% for cold prospects. Trust doesn't just speed decisions. It fundamentally changes win rates across your entire pipeline. The math compounds. Organizations that build trust as infrastructure create cost advantages that efficiency programs cannot match. Lower customer acquisition costs because reputation drives inbound demand. Higher retention because people stay at companies they believe in. Better supplier relationships because consistency builds loyalty that price wars destroy. And here's how it affects competitive strategy. Your competitors can copy your product roadmap, match your pricing, and hire your people. They can reverse-engineer almost everything, even your playbook. But they cannot manufacture the credibility you've built through years of authentic behavior, honest communication, and consistent delivery. That foundation takes time. It cannot be purchased or faked. The organizations that win consistently don't have better products than everyone else. They have operational trust that shows up as faster cycles, higher win rates, and lower costs across every function. While competitors are still proving they can deliver, trusted companies are already three deals ahead. What would change in your business if prospects already trusted you before the first sales call?

Last quarter, I told a client to RAISE their prices by 50% In the middle of a recession. While losing deals to cheaper competitors. When their win rate was already below 20%. They took the risk The results? → Win rate: Jumped from 19% to 40% → Sales cycle: Cut from 118 days to 70 → Revenue: Up 150% in just 90 days Here's what we discovered: Their low prices weren't making them more competitive They were making them less trustworthy When we analyzed their lost deals: 80% of prospects who said "too expensive" never bought from anyone The deals they won at discounted prices had 2X higher churn rates Procurement was treating them as a commodity because they positioned as one Their best customers were the ones who DIDN'T negotiate on price So we implemented what I call "Trust-Based Pricing": - We increased prices to reflect the true value delivered - We eliminated all discounting completely - We restructured compensation to reward margin, not revenue - We trained reps to walk away from price-sensitive prospects The transformation was immediate: - Prospect engagement quality: Increased 100% - Deals requiring procurement approval: Reduced by 60% - Implementation success rate: Up from 50% to 75% - Average customer lifetime: More than doubled The dangerous myth killing your sales growth: Lower prices win more business. The reality? In complex B2B sales, your price is a powerful signal about your confidence and the value you deliver. Your competitors are busy slashing prices and offering "special discounts." Meanwhile, market leaders are systematically increasing prices and watching their close rates improve. What if you raised your prices tomorrow and trained your team to confidently defend the new value proposition? P.S. If you need help with your sales, send me a message

Most brands are playing the wrong game. They’re moving the Queen. They should be moving all of the pieces on the board. Let me explain. Marketing-led growth gets all the attention. It’s sexy. It’s visible. Founders obsess over it. But marketing is just one piece. A powerful piece — but still one. Business engineering? It moves all the pieces in symphonic coherence, And wins the game. When I advise better-for-you CPG brands, this is the shift I push for. Most teams pour everything into: – ad creatives – influencer UGC – CRO – new channels Good tactics. But they’ll only take you so far. Here’s what separates the breakout brands: They engineer growth at the business level. They move: – pricing – packaging – cash flow – operations – channel strategy – product architecture They see the full P&L → and use it. Let’s get specific. Example 1️⃣ → Gateway SKU Engineering: A Clean supplements brand. $60/month subscription = Hero SKU. Too much friction. First purchase wasn’t converting. The team launched a $15 trial SKU. Low-risk. Easy buy-in. Result? Trial → subscription conversion jumped 4x. CAC down 35%. LTV up. No ad change required. Business lever. Example 2️⃣ → Cash Conversion Engineering Frozen functional food brand. Growing fast, but cash-strapped. They restructured terms with co-packers. Negotiated faster pay from wholesalers. Cash cycle dropped: 120 → 45 days. Millions unlocked. That cash funded more growth. No new ad creatives needed. Business lever. Example 3️⃣ → Operational Engineering Gut health beverage brand. Local retail only. Wanted national. Cold chain shipping was blocking DTC. Their team reformulated + repackaged → shelf-stable. Suddenly: – DTC viable – National retail opened – Margins improved Game changed. Business lever. ____________ This is why I believe: Business-engineered growth > marketing-led growth. ♛ Marketing moves the Queen. ♗♖♕♔♘♙ Business engineering moves all of the pieces on the board. If you want to build a moat → If you want to scale with durability → You need to think beyond ads and creatives. ☑️ You need to think like a business engineer. Curious → are you moving just the Queen? Or are you moving all of the pieces on the board? ___________________________________________ 🔰 Better-for-you brands = better health, longer lives. 👉 Follow me, Kunle Campbell, and let’s scale impact together.