This paper addresses the question how design for experience can be integrated into the product innovation practices of fast-moving consumer products, to increase impact and deliver additional (emotional) value to consumers. To achieve this, theories of the leading experts in the field have been reviewed, key principles of designing for experience have been identified and reflected on the product innovation practices as a case study on Henkel Consumer Brands, a global leading fast-moving consumer goods company. The key finding is that many small and diverse actions need be taken, which can be clustered in three themes: 1) actionable behavior, 2) organizational matters and 3) strategic approach. Starting with qualitative consumer insights is essential in designing prototypes that can be used to evaluate the user experience in addition to technical workability and market research data. This entails a new approach to early-stage prototyping, testing a minimum viable product experience (MVPX) in addition to minimum viable products (MVP). On the organizational side, there needs to be a true collapse of the roles of researchers and designers. The innovation target needs to shift from pain point relief to positive consumer experiences. Measuring emotions at scale will be necessary to quantify consumers’ willingness to pay for them. On the strategic side, design for experience needs to become a conceptual activity, changing the innovation currency from consumers’ money spent on functionality (product) or convenience (services) to consumers’ time and money spent on emotional well-being to make experiences a distinct economic offer.

With this research note I would like to start a discussion about looking at corporate innovation from the inside through a non-traditional lens to leverage the tacit knowledge of organizational innovation. The limits of discipline-related research strategies including innovation management itself, will be shown, as well as the indispensable need to collapse the researcher’s role with the practitioner to get access to the tacit knowledge of innovation teams. A reflection on research philosophy, approach to theory development and methods leads to the introduction of the Deweyan inquiry as a natural and highly intuitive research strategy to leverage this rich source. Examples from other disciplines will be used to discuss strength and weaknesses as well as opportunities, limitations, and implications of the Deweyan inquiry in theory and practice of a continuous innovation management.