This dissertation explores how manufacturing capabilities drive successful product innovation in the Consumer Packaged Goods (CPG) industry. While innovation is widely acknowledged as essential for organizational survival, most CPG firms remain hindered by stagnation or emerging maturity. Building on James G. March’s (1991) Theory of Organizational Ambidexterity, this study examines the tension between operational efficiency and radical innovation. Using in-depth interviews with senior leaders from two contrasting CPG organizations, the research identifies a persistent "Integrity Gap": a breakdown between initial product design intent and final manufacturing execution, often caused by late manufacturing involvement and entrenched functional silos. To address this challenge, the study introduces the Continuous Lifecycle Manufacturing Innovation (CLMI) model, which embeds manufacturing experts into early-stage, multidisciplinary "Insight to Solution" teams. This approach enables real-time technical validation and safeguards product intentionality from concept through launch. Furthermore, this research operationalizes "Human Software”, the tacit knowledge and problem-solving skills of frontline operators, and the Integrated Innovation Stack, a framework for getting different functions to work together. Collectively, these frameworks provide a strategic roadmap for shifting manufacturing from just executing tasks to becoming a proactive, integrated force that drives ongoing innovation and competitive edge in the CPG sector