From Experience: Applying Performance Support Technology in the Fuzzy Front End

Montoya‐Weiss, Mitzi M.; O'Driscoll, Tony

doi:10.1111/1540-5885.1720143

Cited by 73 publications

(61 citation statements)

References 1 publication

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“…This initial part of the design process is often referred as ''Fuzzy Front End'' (FFE); Smith and Reinertsen (1991) have first popularized the term. The adjective ''fuzzy'' has been attributed to Front End phases, because they typically involve random process and ''ad hoc'' decisions based on intuition, observations, discussions or accidents (Stasch et al 1992;Montoya-Weiss and O'Driscoll 2000;Flint 2002). …”

Section: Introductionmentioning

confidence: 99%

Product Planning techniques: investigating the differences between research trajectories and industry expectations

et al. 2016

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According to several literature sources, Product Planning is acknowledged as a primary driver of future commercial success for new designed products, and it is schematically constituted by the identification of business opportunities and the selection of most promising alternatives. Despite the recalled relevance of Product Planning, it emerges that a marginal quantity of companies have adopted formal methods to carry out this task. The paper attempts to provide a major understanding about such a limited implementation of Product Planning techniques and other open issues emerging from the analysis of the literature concerning the initial phases of engineering design cycles. The presented study investigates the claimed benefits of methods described in the literature, the level to which such tools are diffused through educational programs in Technical Institutes, the expectations and the demands of a sample of enterprises with respect to new tools supporting Product Planning. It emerges that, whereas existing methods strive to fulfil relevant properties according to the perception of the companies, limitations come out in terms of the transfer of the proposed techniques and their perceived reliability.

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Section: Introductionmentioning

confidence: 99%

Product Planning techniques: investigating the differences between research trajectories and industry expectations

et al. 2016

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“…The deregulation and introduction of global standards in the field of telecommunications is one example of advanced communications technology looking for useful applications (Magnusson, 2009). This development has also led to a stream of new product and service ideas within the industry (Montoya-Weiss and O'Driscoll, 2000). One recent example is the advent of the iPhone and Android markets, which have opened the door to a flood of new user-created applications.…”

Section: Introductionmentioning

confidence: 99%

Exploring holistic intuitive idea screening in the light of formal criteria

2014

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PostprintThis is the accepted version of a paper published in Technovation. This paper has been peer-reviewed but does not include the final publisher proof-corrections or journal pagination.Citation for the original published paper (version of record):Magnusson, P., Netz, J., Wästlund, E. (2014) Exploring holistic intuitive idea screening in the light of formal criteria. ABSTRACTThe aim of the article is to achieve a better understanding of idea screening selection based on intuition in relation to formal specific criteria.Four experienced experts used two approaches to independently evaluate a set of 83 ideas.The first approach was "gut feeling", whereby the experts rated each idea on the basis of their intuition,. In the second approach the same ideas were rated instead using three established specific criteria (Originality, User Value, and Producibility). Regression analysis showed that the three criteria explained about 50 percent of the intuitive assessments. Furthermore, one of the experts thought out loud during his intuitive assessment, thus revealing further influencing.This article contributes by establishing a statistical relationship between assessment based on intuition and assessment based on formal specific criteria. The article also offers two additional candidate criteria, and five tentative affectors, that could provide a further explanation of intuitive assessment. . The conclusion reached in the study is that intuition can be used because it is less resource-dependent than criteria-based assessment; however, there must also be some emphasis on validating the assessor's domain of expertise, and designing the instructions, if the assessment is to have an incremental or radical twist.

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“…According to Montoya-Weiss and O'Driscoll (2000), a product concept requires a definition of the underlying technologies plus statements on customer benefits and evaluations of market opportunities. A product concept also includes analyses of market segments and positioning, competitors, and alignments with existing business and technology plans (Khurana and Rosenthal 1997;Montoya-Weiss and Calantone 1994;Song and Parry 1996;Cooper and Kleinschmidt 1987).…”

Section: Success Factors For the Front End In The New Product Developmentioning

confidence: 99%

“…This stage is characterized by complex information processing (Khurana and Rosenthal 1997;De Brentani and Reid 2012), ad hoc decision-making (Montoya-Weiss and O'Driscoll 2000), and conflicting organizational pressures caused by, for example, high degrees of complexity and uncertainty (Chang et al 2007). These challenging characteristics frequently result in missteps, time delays, and product failure (Goldenberg et al 2001).…”

Section: Introductionmentioning

confidence: 99%

Critical success factors in early new product development: a review and a conceptual model

et al. 2017

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The literature on the front end in the New Product Development (NPD) literature is fragmented with respect to the identification and analysis of the factors that are critical to successful product development. The article has a two-fold purpose. First, it describes, analyses, and synthesizes those factors through a literature review of the research on the front end in NPD. Second, it conceptualizes a framework that features two types of success factors: foundational success factors (common to all the firm's projects) and project-specific success factors (appropriate for the firm's individual projects). The article makes recommendations for the management of this important phase of product development, discusses limitations of relevant previous research, and offers suggestions for future research. The article makes a theoretical contribution with its analysis and synthesis of the reasons for success in front-end activities and a practical contribution with its conceptual framework that can be used as an analytical tool by firms and their product managers.

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From Experience: Applying Performance Support Technology in the Fuzzy Front End

Cited by 73 publications

References 1 publication

Product Planning techniques: investigating the differences between research trajectories and industry expectations

Product Planning techniques: investigating the differences between research trajectories and industry expectations

Exploring holistic intuitive idea screening in the light of formal criteria

Critical success factors in early new product development: a review and a conceptual model

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