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There is no correlation between the percentage of net revenue spent on R&D and the innovative capabilities of an organization—none. That’s not to say that R&D capacity isn’t important, but at the end of the day, innovation is generated by new ideas, not by messing around in the lab – Bart Becht – CEO ,Reckitt Benckiser Today, 15 “power brands”—Air Wick air freshener, Finish and Calgonit automatic dishwashing detergent, and Lysol disinfectant among them—account for more than half of the company’s net revenues. What’s more, 40 percent of total sales are from products launched within the past three years—products like Vanish Oxi Action stain-removing gel, Cillit Bang lime and grime cleaner, and Air Wick Freshmatic automatic air freshener. Affluent consumers in a hurry will pay a premium for product innovations like these, and Reckitt Benckiser churns them out at a rate of more than 100 a year, despite a significantly smaller R&D budget than its peers (about 1.5 percent of net

Place environment before profits . Save the planet . Reckitt Benckiser has implemented an environmental initiative called Carbon 20. The initiative, which was announced in November 2007, aims to cut the total carbon footprint of its products - from creation to disposal - by 20% by 2020. As part of the initiative the company has reduced by 70% the amount of plastic in the packaging of its Vanish cleaner. The Independent characterised the Carbon 20 initiative as "a typically savvy bit of marketing on the part of Bart Becht, the company's CEO. It observed that Reckitt Benckiser's initiative seemed to go further than similar green initiatives by other companies, and that it would lead to increased profits. The article quoted a city analyst who follows Reckitt Benckiser: "I was surprised by this. Reckitt has never been considered the most environmentally-enlightened company, they are typical red-blooded capitalists". The newspaper also spoke with Martin Deboo, an ana

Look for opportunities beyond the traditional thinking cap . Break a problem down into parts and then analyse it from multi dimensional angles by peeping into gaps and points within it which creates opportunities for growth . Move fast and with a lot of self confidence into the niche defying all traditional logic . The success and profitability of Southwest's business model led to a common trend being named after the company, the Southwest Effect. Since Southwest's original mission in Texas was to make it less expensive than driving between two points (in the early 1970s, during the first major energy cost crisis in the U.S.), it developed a template for entering markets at rates that allowed the airline to be profitable, yet only on the basis of lean operations and high aircraft use. The key concept to the Southwest Effect is that when a low-fare carrier (or any aggressive and innovative company) enters a market, the market itself changes, and usually grows dramatically. For e