Vitapro: Building a Clear and Actionable Innovation Governance Model

In a context of accelerated transformation and constant pressure to innovate sustainably, more and more organizations face a key question: how to move from intention to action without losing focus or coherence.

At Opinno, we supported Vitapro in designing its innovation strategy and governance model, helping them define what innovation means for the company and build a system capable of activating that ambition in an orderly and operable way in their daily operations.

The Challenge

Vitapro is a leading company in its industry and, like many organizations undergoing transformation processes, was aware of the challenges posed by the new technological and competitive environment.

Internally, innovation initiatives were already being promoted, but the company identified the need to refine its model to ensure that projects were well-led, aligned with strategy, and had higher probabilities of success. The challenge was to define a shared vision of innovation and design a governance model that would allow it to be sustained over time.

How We Worked

We began the project with a research phase through desk research, analyzing industry trends and external strategic signals to provide context and perspective.

This work allowed us to foster a joint reflection with the Vitapro team on the role of innovation in their business and lay the groundwork for the co-creation of their innovation manifesto, aligned with the company's vision and objectives.

From there, we worked collaboratively on defining and prioritizing innovation territories, which served as a framework to focus efforts, prevent dispersion, and align teams around specific strategic opportunities.

One of the central pillars of the project was the design of the innovation governance model. Together with Vitapro, we defined key roles, responsibilities, ceremonies, and artifacts, translating methodological concepts into practical tools adapted to the operational reality of the business.

We also supported the implementation of the designed tools to ensure their adoption and integration into daily operations, addressing common challenges such as resistance to change, pressure for short-term projects, or duplication of initiatives between areas.

The project culminated with the implementation of the model and the development of a project conceptualization framework that allows for the structured and consistent evaluation and approval of initiatives within the innovation pipeline.

“We felt like we completed an express master's degree in innovation.”

Impact

• 5 defined and prioritized innovation territories
• 1 co-created innovation manifesto
• 1 designed innovation governance model
• Toolkit of tools for innovation management and activation
• Project conceptualization framework integrated into the pipeline

This initiative reinforced the importance of co-creating from early stages with the business, continuously validating with operations, and adjusting the level of methodological sophistication to maximize adoption, focus, and sustainability.