Enhancing New Product Development in R&D Units in a Food Ingredient Company

Abstract

The global food ingredient industry is under increasing pressure to respond rapidly to changing consumer preferences, regulatory demands, and sustainability goals. Traditional new product development (NPD) models—such as stage-gate systems—have proven too rigid to meet these evolving demands, particularly in multinational companies managing geographically dispersed innovation teams. This study aims to develop a practical framework to enhance NPD responsiveness, coordination, and consumer alignment in R&D units of a global food ingredient company.

Using a qualitative case study approach, the research draws on structured questionnaires, semi-structured interviews, and internal documentation to identify key barriers and enablers of innovation performance. Data analysis was guided by five thematic enablers: global coordination, consumer insight integration, cross-functional collaboration, lean and agile practices, and digital tools. The findings highlight systemic challenges in fragmented innovation governance, underutilized market insights, rigid processes, and limited digital integration.

The study proposes a framework designed to address these gaps and strengthen innovation effectiveness. While focused on a single case, the results offer practical relevance for other food ingredient companies seeking to accelerate NPD cycles and deliver more market-aligned, scalable innovation in complex global environments.