Reducing project related uncertainty in the ''fuzzy front end'' of innovation: a comparison of German and Japanese product innovation projects

In order to solve the problem of transforming high-quality idea into users' needs, a process model obtaining user demand for fuzzy front end was proposed, which was applied to product innovation design process of pneumatic butterfly valve. This process model covered the key businesses, such as market analysis of the goal, needs analysis, idea analysis, needs evaluation and needs determination, etc. Needs characteristic of user has been discussed in detail. Three kinds of need patterns of demand pull, technology-driven and hybrid form have been analyzed. Pointed out the hierarchical needs structure, function structure diagram and technology roadmap are the key technologies of acquiring user demand.

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MARKET ORIENTATION, TECHNOLOGY ORIENTATION AND PRODUCT INNOVATION SUCCESS: INSIGHTS FROM CoPS

International Journal of Innovation Management ◽

10.1142/s1363919614500200 ◽

2014 ◽

Vol 18 (04) ◽

pp. 1450020 ◽

Cited By ~ 7

Author(s):

JING LIU ◽

JINGQIN SU

Keyword(s):

Market Orientation ◽

Product Innovation ◽

Empirical Test ◽

Single Case ◽

High Tech ◽

Fuzzy Front End ◽

Front End ◽

Study Results ◽

Technology Orientation

This study explores how market orientation and technology orientation within fuzzy front end phases affect product innovation success in complex products and systems (CoPS) industry research and development (R&D) organisations. A sequential qualitative–quantitative mixed method was used with a single case study and a questionnaire survey. The case study results show mix effects of market orientation and technology orientation on CoPS innovation success within fuzzy front end phases. The empirical test results show that a market orientation facilitates both low-tech and high-tech CoPS innovation success and offer great benefits to mainstream customers. A technology orientation is beneficial to high-tech CoPS innovation success but has no impact on low-tech CoPS innovation success. The results have significant implications for CoPS firm strategies to facilitate product innovations and achieve competitive advantages.

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REASONING IN THE FUZZY FRONT END OF INNOVATION: FRAMING THE PRODUCT DNA

International Journal of Innovation Management ◽

10.1142/s1363919618400017 ◽

2018 ◽

Vol 22 (05) ◽

pp. 1840001

Author(s):

LOUISE MØLLER HAASE ◽

LINDA NHU LAURSEN

Keyword(s):

Decision Making ◽

Case Studies ◽

Product Innovation ◽

Main Product ◽

Product Concept ◽

Fuzzy Front End ◽

Front End ◽

Main Challenge ◽

Innovative Products ◽

Difficult Challenge

Designing a remarkable product innovation is a difficult challenge, which businesses today are continuously striving to tackle. This challenge is particularly present in the fuzzy front end of innovation, where the main product concept, the DNA of the innovation, is determined. A main challenge in the fuzzy front end is the reasoning process: innovation teams are faced with open-ended, ill-defined problems, where they need to make decisions about an unknown future but have only incomplete, ambiguous and contradicting insights available. We study the reasoning of experts, how they frame to make sense of all the insights and create a basis for decision-making in relation to a new project. Based on case studies of five innovative products from various industries, we propose a Product DNA model for understanding the reasoning in the fuzzy front end of innovation. The Product DNA Model explains how experts reason and what direct their reasoning.

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STRATEGIC MANAGEMENT OF INNOVATION: MANAGING EXPLORATION-EXPLOITATION BY BALANCING CREATIVITY AND CONSTRAINT

International Journal of Innovation and Technology Management ◽

10.1142/s0219877012500253 ◽

2012 ◽

Vol 09 (04) ◽

pp. 1250025 ◽

Cited By ~ 8

Author(s):

ALF STEINAR SÆTRE ◽

ERIC BRUN

Keyword(s):

New Product Development ◽

New Product ◽

Development Projects ◽

Successful Management ◽

Fuzzy Front End ◽

Management Of Innovation ◽

Front End ◽

Innovation Projects ◽

Tolerance For Ambiguity ◽

Exploration Exploitation

This paper offers a model for effectively managing ambiguity at the fuzzy front end of innovation projects. We conducted in-depth studies of four new product development projects from the medical device industry. Through the abductive process of iterative grounded theory we built a model of the management of ambiguity. The model we propose shows that innovation teams that have a higher tolerance for ambiguity are better able to exploit it. The successful management of ambiguity in innovation projects rests upon the balancing of opposing needs.

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