The webinar opened with an innovation challenge in which participants were asked to create a product idea using three items already on their desks, without buying anything or searching online. Participants were invited to share their ideas in the chat and reflect on their decisions, planning and time management. The exercise introduced the difficulties that arise when goals, resources and a clear approach have not been established.

The session then defined project management as organising resources, people, time and tasks to turn an idea into reality in a clear, trackable and adaptable way. Drawing on the presenter’s experience in auditing, consulting and culinary innovation, it introduced a four-stage framework applicable to products, services, food businesses and other entrepreneurial projects.

The Plan stage focused on defining the goal and what success would look like, identifying stakeholders, setting the scope and establishing realistic timelines. It also addressed constraints, resources and risks. Suggested tools included a one-page project brief, a mind map and a milestone timeline developed by working backwards from the intended launch date.

The Prepare stage examined how to organise people, equipment, funding and information before implementation. It covered roles and decision-making responsibilities, progress tracking, communication arrangements, simple standard operating procedures, checklists and contingency plans. Practical tools included a task tracker recording the owner, deadline and status of each task, a Gantt chart showing dependencies, a regular review schedule and a decision log.

The Execute stage addressed starting with achievable tasks, following the plan flexibly and coordinating work across different areas of the project. It emphasised communicating changes promptly, testing ideas, gathering user feedback and documenting decisions and lessons. An example of delayed equipment illustrated the need to adjust timelines and inform stakeholders when circumstances change.

The Operate stage focused on keeping the business functioning and improving after launch. It introduced daily checklists, weekly scorecards, monthly reflection and a continuous improvement log. Participants were encouraged to select a small number of relevant measures, such as sales, waste, customer satisfaction, delivery time or user engagement, and to use feedback when planning improvements and future growth.

The session then explored innovation across all four stages. Examples from culinary innovation work included partnerships with global chefs, programmes combining research and development with entrepreneurship, and facilities serving training, research and events. These examples illustrated how clear responsibilities and organised implementation can support creative approaches.

The final practical activity asked participants to choose one project and create a four-stage mini roadmap. The outline covered the goal, people involved and timeline; required resources and systems; the first three implementation tasks and responsibilities; and measures of success during operation. Participants were asked to add one innovation element, work individually for ten minutes and share their outline through the chat or a short spoken contribution. The presentation closed with key messages and an invitation for questions.