The process was a journey of cultural transformation for the Innovation team. Through Futures Thinking dynamics, we did not limit ourselves to gathering trends, but rather worked on detecting the non-obvious. What were we ignoring? What new competitors or consumption habits were escaping the usual radar?
We created a safe space for divergence, where the team learned to connect seemingly isolated planes: the external context with their business model, and social habits with technological barriers.
The result was a shared framework for decision-making: common language on the future of sustainable packaging, a live radar of signals, reference scenarios, and a first portfolio of lines with strategic sense. In synthesis, we moved from dispersed information to clear direction to innovate with purpose and accelerate what brings value to the customer and the planet.
