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Packaging manufacturer · IS

Innovation that happened but was never recorded: culture, process and access to Brazil's Lei do Bem R&D incentives

The company developed custom solutions for customers but had no innovation process and no documentation to claim tax incentives.

44 → 58Overall index
RegularFormat
276Respondents (73% response rate)
Context

Manufacturer of flexible and rigid packaging with about 380 employees, serving food and personal care companies. Customers increasingly demanded recyclable materials and lighter packaging.

Challenge

Development projects ran inside engineering with no funnel, no stop criteria and no technical records. As a result, the company was not using Lei do Bem R&D tax incentives and the executive team did not know how much it actually invested in innovation.

Instrument applied

Innovation Culture (IS)

Why this instrument. IS assesses innovation culture and capability across six pillars and, combined with R&D structuring work, helped turn informal practice into a documented process.

Format: Regular · Respondents: 276 of 380 (73%)

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First application

Where the organization stood

Overall index
44 Band: Reactive 0100
  • Stagnant
  • Reactive
  • Emerging
  • Structured
  • Advanced
  • Benchmark
Results by pillar
Leadership and Strategy 49 Culture and Behavior 42 Processes and Agility 38 Skills and Training 46 Networks and Collaboration 41 Results and Impact 45
Plan executed

From results to action, in three waves

  1. 90 days

    Barriers to innovation prioritized and first pilots launched.

  2. 6 months

    Initiative portfolio with clear criteria and engaged leaders.

  3. 12 months

    Innovation treated as routine, with results and reapplication.

Reapplication

Before and after, pillar by pillar

Reapplied after 12 months: 44 (Reactive) → 58 (Emerging).

BeforeAfter Leadership and Strategy 49 63 (+14) Culture and Behavior 42 55 (+13) Processes and Agility 38 56 (+18) Skills and Training 46 57 (+11) Networks and Collaboration 41 54 (+13) Results and Impact 45 61 (+16)
Business outcomes

What changed in operations

  • Overall index moved from 44 (Reactive) to 58 (Emerging).
  • First Lei do Bem cycle completed with documented projects.
  • Two recyclable mono-material packaging launches during the year.
  • Average time to develop customer samples fell about 20%.
Lessons

What this case teaches

  • The company innovated more than it reported. The process brought visibility and financial return.
  • Stop criteria mattered as much as entry criteria.
  • Giving feedback on production ideas changed perception more than any award.

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Cases are presented without identifying clients. Sectors, sizes and figures are examples built to show the method.

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