Not only can ideagoras enable companies like P&&G to innovate well beyond what they could muster internally, they help them hone their true value-adding capabilities and avoid reinventing the wheel. So, for example, when P&&G set out to launch a new line of Pringles potato chips with trivia questions and animal pictures printed on each chip, it quickly discovered that producing sharp images on thousands upon thousands of chips each minute was a highly complex endeavor. In the past, P&&G would have dedicated considerable internal resources to figuring this out, and perhaps even partnered with a printer company that could help devise a workable process. But with an ideagora, P&G could do better. It formulated a paper describing the technology and tapped its global network to see if there was a uniquely qualified mind that could solve the problem. A solution popped up in a small bakery in Bologna, Italy, where a university professor was printing edible images on cakes and cookies. He’d cooked up an ink-jet method in his bakery, and it looked like it would solve P&G’s problem. So P&G acquired the technology and quickly adapted it to its requirements. Huston says P&&G was able to launch Pringles Prints in less than a year, and for much less than what it would have otherwise cost. Applying this same philosophy in all its business lines enables P&&G to focus on areas where they’re going to be world class and to source technology in areas where they don’t need to be leading edge.