Whirlpool Corporation, today the world's largest appliance manufacturer, started as a small machine shop in St. Joseph, Michigan. Its growth can be attributed to its ability to do cost-effective manufacturing, to deliver a high-quality product, to recognize consumer needs, and to innovate. Whirlpool's list of appliance innovations is long: the first automatic washer, a clothes dryer that sensed when clothes were dry enough, foam insulation for refrigerators and freezers, appliance design by computer simulation, solid-state electronic controls, washers and dryers designed to launder permanent-press garments properly, a household trash compactor, and food handling and personal hygiene systems for the Mercury, Apollo and Space Lab programs--to name just a few of the most significant innovations (1-4). All of these innovations were developed through the normal Research--Advanced Development Engineering--Product Engineering sequence, which is the normal flow of innovative ideas and product developments in many companies. However, today there is a pervasive trend in business, often described as the tyranny of success, in which successful organizations face considerable difficulty in maintaining their strength--and their innovative edge--in the face of changing markets, technologies and consumer demand. It is a worldwide problem (5). As Whirlpool expanded from a U.S. company with primarily a U.S. to become a global company with markets throughout the world, it responded to this problem by developing its own system of innovation. A New Innovation System Developing the right strategy for product innovation is hardly a simple matter. With help from Strategos, a leading strategic innovation consulting firm, Whirlpool created a unique approach to innovation within its global enterprise. The new innovation system defines innovation as a creative idea focused on a customer touchpoint that: * Creates unique and compelling solutions valued by the customer. * Creates real and sustainable competitive advantage. * Creates extraordinary value for Whirlpool shareholders. * Comes from everywhere and anyone. To implement its innovation system, Whirlpool selected a group of people throughout the corporation who have a passion for change, are creative and have the ability to apply appropriate principles in their day-to-day jobs. Some 350 people, worldwide, who fit the above criteria have been trained to function as Innovation Mentors (6,7). A trained and certified Innovation Mentor: * Has a passion for change. * Has project management skills. * Has facilitation skills. * Is creative and innovative. * Has the ability to lead/guide teams. * Has the ability to build relationships. * Possesses general business knowledge. The Innovation Mentor's role is to grow ideas from within the organization. To do this they (8): * Actively seek out new business ideas from within the organization (usually by working one-on-one or with small groups). * Drive the expansion of single ideas into multiple opportunities. * Work with individuals or teams in the development of business plans, focusing on customer benefit and revenue generation. * Work with individuals or teams on the development of experiment plans to test the appeal and feasibility of potential new opportunities. * Understand the money process and assist innovators in accessing seed money. * Cultivate an environment within Whirlpool that has a bias for action and drive a speed to market mentality. One Innovation Mentor's Experience Katrien Saveyn, a biochemical engineer at Whirlpool--Comerio (Italy), is enthusiastic about her experiences as an Innovation Mentor. She has found the activities in connection with innovation to be exciting and believes they are a necessity to the continued success of Whirlpool. …