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 the same question: how to move from intention to action without losing focus or coherence.

At Opinno, we partnered with Vitapro to design its innovation strategy and governance model, helping the company define what innovation should mean for the business and build a system capable of activating that ambition in an orderly and operational way.

The challenge

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

Innovation initiatives were already under way internally, but the company identified the need to refine its model so projects would be better led, more clearly aligned with strategy, and more likely to succeed. The challenge was to define a shared innovation vision and design a governance model that could sustain it over time.

How we worked

We started with a research phase, using desk research to analyze industry trends and external strategic signals that could provide context and perspective.

This work helped us frame a joint reflection with the Vitapro team on the role innovation should play in the business and laid the groundwork for the co-creation of its innovation manifesto, aligned with the company’s vision and goals.

From there, we worked collaboratively to define and prioritize innovation territories that could focus efforts, avoid dispersion, and align teams around concrete strategic opportunities.

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

We also supported the implementation of those tools to ensure adoption and integration into day-to-day operations, addressing common challenges such as resistance to change, short-term project pressure, and duplicated initiatives across teams.

The project concluded with the implementation of the model and the development of a project conceptualization framework that allows initiatives to be evaluated and approved within the innovation pipeline in a structured and consistent way.

“It felt like we completed an express master’s in innovation.”

Impact

• 5 innovation territories defined and prioritized
• 1 innovation manifesto co-created
• 1 innovation governance model designed
• A toolkit to manage and activate innovation
• A project conceptualization framework integrated into the innovation pipeline

This initiative reinforced the importance of co-creating early with the business, validating continuously with operations, and calibrating methodological sophistication to maximize adoption, focus, and long-term sustainability.