CASE STUDY 01 Johnson & Johnson · Global Sleep InnovationsConsumer Strategy · Innovation Pipeline · Three Continents
The Tension J&J had a significant opportunity in the global sleep category — but no clear strategic framework for pursuing it. The innovation pipeline needed direction, not just ideas. The market was crowded. The internal stakeholders were senior, opinionated, and spread across the US, Japan, and the UK.
The High Fidelity Read The real work wasn't research. It was alignment. Bringing the most senior stakeholders, academic experts, and consumer insights into a single coherent strategic view required more than analysis — it required the kind of facilitated intelligence that turns competing priorities into shared conviction.
I led the strategic thinking across nearly a year of work — three continents, three rounds of cultural and consumer research, and an intensive two-day stakeholder workshop that clarified scope and unified objectives.
The Imprint A clearly defined innovation pipeline with $1B potential, mapped against four distinct consumer target territories. J&J had a direction. The room had consensus. The work had a future.
