Brain’s valuation networks and consumers’ neuroscience methods in the fuzzy front-end innovation process

2021 ◽  
pp. 247-257
Author(s):  
Jyrki Suomala ◽  
Pekka Berg
Keyword(s):  
Innovation Process ◽  
Fuzzy Front End ◽  
Front End

Raw Ideas in the Fuzzy Front End: Verbosity Increases Perceived Creativity

2021 ◽  
Author(s):  
Laura J. Kornish ◽  
Sharaya M. Jones
Keyword(s):  
Large Scale ◽  
Innovation Process ◽  
Scale Evaluation ◽  
Fuzzy Front End ◽  
Front End ◽  
The Relationship

At the “fuzzy front end” of an innovation process, organizations typically consider dozens, or even hundreds, of raw ideas. Selecting the best ones is a double challenge: evaluating so many ideas is a large undertaking, and the ideas in their raw form permit only noisy evaluations. In this paper, we demonstrate a further challenge to that large-scale evaluation of raw ideas. We show that verbosity raises the evaluation of ideas, that is, ideas expressed in more words are rated higher. This relationship is especially pronounced for ratings of creativity. Theory tells us that the effect of length on creativity is compounded because length cues both components of creativity—novelty and usefulness. We demonstrate how effort in reading (disfluency) and perceptions of complexity work together to explain the relationship between length and creativity. Our findings provide simple but important new directives for improving the use of crowdsourcing in the practice and study of innovation: either standardize the length of the ideas or control for length in their evaluation. Overall, we urge care with using measures of novelty or creativity when the idea descriptions vary in length.

The Fuzzy Front End: Concept Development in the Automotive Industry

2014 ◽  
Author(s):  
Christer W. Elverum ◽  
Torgeir Welo ◽  
Martin Steinert
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Automotive Industry ◽  
Early Stage ◽  
Innovation Process ◽  
New Product ◽  
Product Development Process ◽  
Structured Interviews ◽  
Fuzzy Front End ◽  
Front End

The fuzzy front end (FFE) of new product development (NPD) is a term that refers to the early stages of the innovation process. This paper investigates the FFE in the automotive industry and addresses the challenges of working in this phase of the innovation process, as well as the academic definition of the FFE relative to the real world. Two parts of the innovation process have been identified and characterized as FFE: the concept-work within satellite front-end departments and the work within the pre-development phase of the vehicle new product development process. It has been identified that one of the greatest challenges related to working in the FFE is developing viable concepts that will “sell” internally. Estimating and conveying the overall value of the final product in terms of costs and customer benefits are two of the key elements that make it difficult to achieve internal “buy in”. Furthermore, it is argued that the most common academic perception of the FFE seem to be inadequate since it only concerns work that ends with a go/no-go decision whether to continue into development or not. Consequently, it fails to capture early-stage development work of transformational innovations, where the decision of development has already been made and the uncertainty is related to the execution of the work — and — not the outcome. Semi-structured interviews with a total of eleven employees at seven different automotive OEMs form the basis for the conclusions made herein.

MANAGING INTER-FIRM COLLABORATION IN THE FUZZY FRONT-END: STRUCTURE AS A TWO-EDGED SWORD

2011 ◽  
Vol 15 (01) ◽  
pp. 145-163 ◽  
Author(s):  
JACOB HÖJ JÖRGENSEN ◽  
CARSTEN BERGENHOLTZ ◽  
RENÉ CHESTER GODUSCHEIT ◽  
ERIK STAVNSAGER RASMUSSEN
Keyword(s):  
Initial Phase ◽  
Innovation Management ◽  
Innovation Process ◽  
Innovation Network ◽  
Fuzzy Front End ◽  
Front End

Literature on innovation emphasises the potential for organisations to collaborate and network instead of carrying out innovation individually. Integrating suppliers, customers and other organisations into the innovation process is perceived as a key to success in innovation management (Chesbrough, 2003). Furthermore, the management of the initial phase of the innovation process has proven vital to the overall innovation success (Kim and Wilemon, 2002a,b). Although the merits of network-based innovations are widely acknowledged, the managerial challenges of the initial integration of external organisations in an innovation network are somewhat neglected in the literature. The aim of this paper is hence to address the challenges that an organisation faces when integrating a plurality of suppliers, customers and other organisations into the Fuzzy Front End of the innovation process.

A model for supporting the ideas screening during front end of the innovation process based on combination of methods of EcaTRIZ, AHP, and SWOT

2020 ◽  
Vol 28 (2) ◽  
pp. 89-96
Author(s):  
Zhe Huang ◽  
Cherifi Ahmed ◽  
Gardoni Mickael
Keyword(s):  
Process Model ◽  
Innovation Process ◽  
Evaluation Methods ◽  
Analytic Hierarchy ◽  
Screening Process ◽  
Fundamental Factor ◽  
Fuzzy Front End ◽  
Front End ◽  
Wide Range ◽  
Combination Of Methods

Product innovation is a fundamental factor for a company or even the economy of a country to maintain survival, growth, and long-term success. All innovations begin with creative ideas; however, all the ideas are not the source of an opportunity. Ideas should therefore be carefully evaluated and selected from a wide range of creative ideas using appropriate evaluation methods. This article summarizes seven evaluation methods, discusses the basic principles of the different methods, analyzes their advantages and application advice, and proposes an idea screening process model based on the combination of the EcaTRIZ, analytic hierarchy process (AHP), and SWOT, for supporting the ideas screening during fuzzy front end of the innovation process.

Virtual Teams in Practice

2011 ◽  
pp. 202-222
Author(s):  
John M. Feland
Keyword(s):  
Product Development ◽  
Virtual Teams ◽  
Design Thinking ◽  
Innovation Process ◽  
Virtual Team ◽  
Customer Expectations ◽  
Fuzzy Front End ◽  
Front End ◽  
Award Winning ◽  
New Framework

A growing number of enterprises are building virtual teams to assist in crafting new opportunities in the fuzzy front end of the innovation process. Using the tools of design thinking, these creative virtual teams have different management requirements than virtual teams used in the more routine efforts of product development. This chapter uses examples from industry to examine the challenges of managing customer expectations, explore the membership dynamics of virtual teams, and suggest a new framework for assessing the progress of creative virtual teams, concept maturity. An example from the creative virtual team at Synaptics, the Red Dot Award winning Onyx mobile phone concept, is used to delve deeper into these concepts. Finally, trends for the diffusion of creative virtual teams as well as potential challenges in bringing such teams into your organization are investigated.

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