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Specialty chemicals manufacturer · IS

Safety first, innovation nowhere: a chemical company separated operational error from experimental error

Revenue from products launched in the last five years was falling, and ideas stalled in long approvals and fear of failure.

44 → 55Overall index
RegularFormat
372Respondents (69% response rate)
Context

Manufacturer of additives and specialty chemicals with about 540 employees, one plant and an application lab serving customers in coatings, cosmetics and agriculture. Its safety culture was strong and recognized by customers.

Challenge

The vitality index, the share of revenue from new products, had fallen from 18% to 11% in four years. Projects went through five committees before the first customer trial, and production resisted pilot batches.

Instrument applied

Innovation Culture (IS)

Why this instrument. The Innovability Score measures innovation culture, processes and skills together, and shows whether the blockage lies in people's behavior or in process design.

Format: Regular · Respondents: 372 of 540 (69%)

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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 46 Culture and Behavior 40 Processes and Agility 38 Skills and Training 52 Networks and Collaboration 43 Results and Impact 47
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) → 55 (Emerging).

BeforeAfter Leadership and Strategy 46 57 (+11) Culture and Behavior 40 52 (+12) Processes and Agility 38 50 (+12) Skills and Training 52 60 (+8) Networks and Collaboration 43 56 (+13) Results and Impact 47 57 (+10)
Business outcomes

What changed in operations

  • Overall index moved from 44 (Reactive) to 55 (Emerging).
  • Average time from idea to first customer trial fell from 9 to 5 months.
  • Two products launched in the period, both co-developed with customers.
  • No impact on process safety indicators.
Lessons

What this case teaches

  • Safety culture and innovation culture can coexist, as long as the rules for each are clear.
  • Cutting approval gates worked faster than idea campaigns.
  • Bringing customers into development shortened the path and reduced risk.

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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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