Effective Practices in the Front End of Innovation

Koen, Peter A.; Bertels, Heidi; Kleinschmidt, Elko J.

doi:10.1002/9781118466421.ch7

Cited by 5 publications

(7 citation statements)

References 14 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…An idea is the first state of a new service (P. A. Koen, Bertels, and Kleinschmidt 2014), this idea is based in need of a customer to expand their geospatial coverage and the request of an analysis of their assets journeys to understand the most valuable locations for them. To understand and discuss the idea, it was necessary to define a series of questions as follows:…”

Section: Idea Genesismentioning

confidence: 99%

Decision Support System for Facility Location Problems in Fleet Management

Martins

Marreiros

Ferreira

2022

Ambient Intelligence – Software and Applications – 12th International Symposium on Ambient Intelligence

View full text Add to dashboard Cite

Businesses that are growing by providing more services, reaching more customers or improving their business strategy, might need to create or relocate a facility location to expand the geographical coverage and improve their services. This decision is complex, and it is crucial to analyse their client locations, journeys and be aware of the factors that may affect their geographical decision. These organisations must weigh all these factors, such as security levels, taxes or costs due to the importance and impact that they can have in the short and long term business strategy. Therefore, the decision-maker needs to ensure that the location is the most profitable site according to the business scope and future perspectives.To help the businesses on this complex decision, this dissertation details the development of a Decision Support System (DSS) capable of providing facility location suggestions based on the existing journeys and the factors that the decision-maker considers more relevant to the company.The developed DSS has three main components: (1) Decision Support System; (2) Geospatial Analysis System; and (3) Facility Location Factors System. The Decision Support System is responsible for producing ordered facility location suggestions by performing the multicriteria decision analysis (MCDA) that implements the TOPSIS algorithm. The Geospatial Analysis System, through the use of the DBSCAN algorithm, is responsible for retrieving the alternatives by identifying the geospatial clusters based on the existing journeys. Lastly, the Facility Location Factors System is responsible for retrieving the criterion by gathering the data from external sources according to the chosen factors.The evaluation analysis shows that the perspective of the users about the assistance of the system by helping them choose appropriate facility location is favourable. This analysis showed that the users agree about the accuracy and the value of the facility location suggestions.The output helps the business managers to make better decisions by returning facility locations that have potential to maximise the company's profit by reducing transportation and fuel costs and maximise the number of covered customers by expanding their territorial coverage.This project handles data provided by Fonix Telematics from their United Kingdom clients that have relevance to the study, such as a high number of assets, journeys and geographical coverage.

show abstract

Section: Idea Genesismentioning

confidence: 99%

Decision Support System for Facility Location Problems in Fleet Management

Martins

Marreiros

Ferreira

2022

Ambient Intelligence – Software and Applications – 12th International Symposium on Ambient Intelligence

View full text Add to dashboard Cite

show abstract

“…The front end of NPD is receiving increasing attention, given its considerable impact on firm innovation and the ultimate success of new products (de Brentani and Reid, 2012;Markham, 2013). Early front-end activities include opportunity identification, opportunity analysis, and idea genesis (Koen et al, 2001;Koen, Bertels, and Kleinschmidt, 2013). In opportunity identification, front-end teams explore business and technological opportunities that they may want to pursue (Leifer et al, 2000).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Such opportunities could relate to modifications of current products (de Brentani and Reid, 2012) or spark an entirely new direction for the company, requiring changes to existing technological and/ or market infrastructures (Garcia and Calantone, 2002). Teams then assess and refine identified opportunities (Koen et al, 2013), translating them into concrete ideas. This requires thinking "outside the box," but also iteration in refining generated ideas (Koen et al, 2001).…”

Section: Literature Reviewmentioning

confidence: 99%

“…This requires thinking "outside the box," but also iteration in refining generated ideas (Koen et al, 2001). Late front-end activities then involve idea selection and concept and technology development (Koen et al, 2013). NPD teams select ideas with an aim to pursue those that bring the most business value (Kester, Griffin, Hultink, and Lauche, 2011).…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Turning the Sword: How NPD Teams Cope with Front‐End Tensions

Andriopoulos¹,

Gotsi²,

Lewis³

et al. 2017

J of Product Innov Manag

View full text Add to dashboard Cite

Front‐end new product development (NPD) is fraught with tensions that fuel and inhibit innovation. According to paradox theory, tensions pose a double‐edged sword, sparking learning and creativity or anxiety and counterproductive responses. NPD teams' shared understandings—how they think about (cognition) and approach (motivation) tensions—turn the sword. Existing literature examines innovation tensions and their management. Yet scholars call for deeper dives, seeking research that unpacks cognitive and motivational drivers underlying how NPD teams cope with tensions. This paper responds, presenting a four‐year inductive study of five NPD consultancies. Across cases, findings explicate the roles of paradoxical cognitive frames and regulatory motivational focus. Across firms, the front‐end NPD teams framed tensions paradoxically. Three frames—guided freefall, benevolent dictatorship, and cohesive diversity—helped teams develop shared understandings of tensions as paradoxical, posing competing yet interdependent demands. Teams varied, however, in their regulatory focus, influencing how they applied the frames to approach tensions. In the most innovative case, teams applied a promotion focus, energized to explore tensions in search of more creative alternatives and synergies. In less innovative cases, teams applied a prevention focus, motivated to avoid risk and loss. Together, paradoxical frames and regulatory focus shaped teams' coping behaviors and resulting innovation. Resulting theory posits the interplay among cognitive, motivational, and behavioral drivers of innovation. Results offer three contributions. First, this study extends understanding of antecedents to team innovation and front‐end NPD. Second, findings deepen insights into team cognition and paradoxical frames. Last, the theoretical framework explicates how cognitive‐motivational interactions enable coping behaviors that foster innovation. The conclusion poses managerial and research implications. Building from paradox theory this study suggests means to foster shared paradoxical frames and promotion focus in NPD teams. Further, study limitations highlight opportunities to extend its generalizability and elaborate underlying drivers of innovation. Practitioner Points Paradoxical frames and a promotion focus help teams at the front end of NPD cope with tensions and fuel virtuous cycles of innovation. Training front‐end NPD leaders and team members in paradoxical thinking will help them frame competing demands as synergistic and tap into the energizing potential of tensions. Positive messaging about NPD tensions that emphasizes gain, risk, and movement over cautiousness and vigilance, aids adoption of a promotion focus—motivation that helps further mobilize front‐end innovation.

show abstract

“…A etapa de FFE é considerada, geralmente, uma das com maiores oportunidades de melhoria no processo geral de inovação em função de suas características, que diferem da etapa de Desenvolvimento do Novo Produto, como mostrado no Quadro 1 (KOEN et al, 2002;KOEN;BERTELS;KLEINSCHMIDT, 2013).…”

Section: Desenvolvimento De Novos Produtosunclassified

Riscos em desenvolvimento de novos produtos: revisão sistemática da literatura e estudos sobre importância relativa

Ronco¹

View full text Add to dashboard Cite

Aos meus pais, Olívio (in memoriam) e Jeanet, por todo amor, força e abnegação durante toda uma vida dedicada à nossa família, educando-nos e transmitindo valores para que nos tornássemos cidadãos de bem.À minha esposa Carla, minha parceira e melhor amiga, forte e companheira de todas as horas, pelo apoio, confiança e paciência durante todo o curso de doutorado.Às minhas filhas, Natália e Isabela, meus presentes de Deus e minha razão de viver, pelo apoio que deram, em vários aspectos, durante a realização desse trabalho. Vocês são as filhas que qualquer pai gostaria de ter, mas só eu tenho.Ao meu neto, João Pedro, o meu grande presente após quatro anos tensos e intensos no doutorado. Aguardo ansiosamente a sua chegada meu amado neto. AGRADECIMENTOSEm primeiro lugar agradeço a Deus pelo dom da vida e pelo amor incondicional que tem por mim e pela minha família.Ao Prof. Eduardo Vasconcellos, meu Orientador, por todos os ensinamentos, orientações, apoio, conversas e paciência (muita paciência!). Tive o privilégio e a honra de conviver com uma pessoa que foi muito mais do que um Orientador, ele foi mentor, líder e um grande amigo, que me acolheu e me deu a palavra certa nos diversos momentos difíceis pelos quais eu passei durante os últimos quatro anos.A todos os professores com os quais tive o prazer e a honra de ser formado neste curso de doutorado.Ao Prof Fábio Lotti, por todas as orientações e palavras amigas que recebi durante a confecção deste trabalho, em especial quando do exame de qualificação.Ao Prof Luiz Bloem, grande amigo de todas as horas, pelas conversas e pelo apoio, fundamental para a criação deste trabalho de pesquisa.

show abstract

Effective Practices in the Front End of Innovation

Cited by 5 publications

References 14 publications

Decision Support System for Facility Location Problems in Fleet Management

Decision Support System for Facility Location Problems in Fleet Management

Turning the Sword: How NPD Teams Cope with Front‐End Tensions

Riscos em desenvolvimento de novos produtos: revisão sistemática da literatura e estudos sobre importância relativa

Contact Info

Product

Resources

About