The US management team at Itasca, barring very few individuals, are non-technical and are incapable evaluating innovation on technical merits. Instead, their basis of evaluation are popular consumer trends and patronage - connections to influential individuals at client companies.
Pursuing projects based on these metrics worked during ZIRP, but as we enter the 3rd year of "normalized" rates it is clear upper management cannot move past schoolyard popularity (plant-based, AI) and crowd-sourcing innovation.
They have fallen into a common trap for executives - a myopic focus on the short term. They leverage and sacrifice the 100 year reputation of AjiCo to push projects that are not backed by proper business fundamentals; alignment with production and R&D capabilities, robust consumer research, investment in processes and controls, and realistic returns on investment.