01
Organisational context
The move to remote working during the pandemic disrupted coordination across teams and time zones, lowered morale and threatened the momentum of innovation at a leading UK consumer goods manufacturer.
02
Capability challenge
Keep strategic work moving, and keep innovation alive, when nobody could be in the same room.
03
Roles involved
- Leadership team
- Strategy and innovation teams
- Operations and manufacturing leads
04
Pathway or intervention designed
Training in virtual collaboration and agile practice, followed by a series of remote sprints designed to use the strengths of digital tools rather than replicate a physical workshop online.
05
Live challenge addressed
Three sprints: a five-year vision and strategy, a five-year innovation pipeline and a concept for the factory of the future.
06
Evidence and work products
- A documented five-year vision and strategy
- A five-year innovation pipeline
- A factory-of-the-future concept covering automation, digital twins and connected operations
07
Decisions and outcomes
The organisation produced a shared strategic roadmap and an innovation pipeline entirely through remote sprints, and kept using agile methods in day-to-day operations afterwards.
08
Capability retained internally
Agile methods remained in daily use, giving the organisation a scalable model for collaborative work.
09
Next stage
Portfolio governance for the innovation pipeline and specialist delivery modules for the factory programme.