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Managing innovation: Pages from Alessi’s handbook

A three-part multimedia feature explores how design firm Alessi manages innovation—from working with collaborators, to how design constraints help shape products, to assessing new innovations’ potential.

In its 80-year history, Italian design firm Alessi has evolved from a local housewares factory into an international organization, collaborating with well-known designers including Michael Graves, Aldo Rossi, and Philippe Starck. By working with hundreds of outside designers, Alessi has produced a wide range of houseware products and has extended its innovative hand into other areas, such as watches, textiles, phones, and cars.

In this interactive feature, a narrated slide show takes you through Alessi’s history of collaborating with designers and the creative approach behind its innovations. Next, a video interview with CEO Alberto Alessi brings you deeper into the development process; Alessi explains how working with constraints can help refine designs. Finally, an interactive graphic lets you navigate through his tool for assessing new designs. This formula, which Alessi developed himself to measure risk and success, is an interesting example of how one company is applying structured measurement to the creative process of innovation.

The original interview with Alberto Alessi was conducted by Marla Capozzi, an associate principal in McKinsey’s Boston office, and Josselyn Simpson, an editor with the McKinsey Quarterly. It was recorded at the Alessi factory in Crusinallo, Italy, in October 2008.

Recommend (213)
  • 7 APRIL 2010
    Tim Jeffries
    Executive Manager
    CBA
    Sydney Australia

    Alessi is a good example of the importance of allowing people to fail if you wish to see real innovation. Alessi’s design assessment tool would surely act as a compass however...

    .
    Tim Jeffries
    Executive Manager
    CBA
    Sydney Australia

    Alessi is a good example of the importance of allowing people to fail if you wish to see real innovation. Alessi’s design assessment tool would surely act as a compass however, keeping designers in touch with the company’s core principles.

    .
  • 6 APRIL 2010
    Dr. Leonel Cezar Rodrigues
    Nine of July University
    Sao Paulo (SP) Brazil

    ...the four parameters and related indicators of Alessi’s formula are pretty valuable for businesses that need to deal with issues in the hedge of innovation and commodity.

    .
    Dr. Leonel Cezar Rodrigues
    Nine of July University
    Sao Paulo (SP) Brazil

    Alessi’s daily dilemma is to choose what collection to put out. There is a great deal of lessons to be learned, here. The question involves the equilibrium between the level of profitability of a collection (coming from its intrinsic novelty) and the volume of mass production one should put out, considering market acceptance standards with respect to the price. I am not sure if the resulting numbers of the formula are the exact amount of pieces that should be produced or if he adds an additional “guts” judgment parameter, but the four parameters and related indicators of Alessi’s formula are pretty valuable for businesses that need to deal with issues in the hedge of innovation and commodity.

    .
  • 3 APRIL 2009
    Eric Carlson
    Principal
    E2C@
    Washington, DC

    ...is there a lesson here for producers of more mass market goods?

    .
    Eric Carlson
    Principal
    E2C@
    Washington, DC

    I like Alessi products. It’s interesting that the Italian studio idea remains viable in a world otherwise dominated by IKEA, Walmart, etc. They’re clearly in the luxury niche, like Ferrari and Prada; nothing wrong with that. But is there a lesson here for producers of more mass market goods?

    .
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