Management of the Fuzzy Front End of Innovation

Gassmann, Oliver; Schweitzer, Fiona

doi:10.1007/978-3-319-01056-4

Cited by 37 publications

(9 citation statements)

References 128 publications

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“…Define: a new or revised product is defined and strategically planned. This stage, often termed the Fuzzy Front End, represents the time between when a product idea is conceived and when resources are given to its formal development (Gassmann and Schweitzer, 2014). It is characterised as an unstructured and informal period because information is more important than a structured approach (Barquet et al, 2013).…”

Section: Existing Process For Product Developmentmentioning

confidence: 99%

Ecodesign framework for developing wind turbines

Bonou

Skelton

Olsen

2016

Journal of Cleaner Production

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Section: Existing Process For Product Developmentmentioning

confidence: 99%

Ecodesign framework for developing wind turbines

Bonou

Skelton

Olsen

2016

Journal of Cleaner Production

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“…What is project front-end, and what are its key characteristics? Project front-end is the first phase of any project comprising a series of activities, the generation of project concepts first, then their assessment to determine which one passes the "money gate'' i.e., the critical stage at which the best concept is selected, then funded for development in the project implementation phase (Alam, 2006;Berghaus & Back, 2016;Gassmann & Schweitzer, 2014;Kim & Wilemon, 2002). More explicitly, it is a project phase situated between the expression of an idea about a need/opportunity and its translation into an operational concept i.e., the possibility of a tangible solution in different forms of innovation i.e., product, service, process, and business model innovation.…”

Section: Project Front-end and Its Main Characteristicsmentioning

confidence: 99%

“…Regarding the structure of project frontend, it varies depending on the form of innovation (Crossan & Apaydin, 2010) concerned i.e., product innovation (Cooper, 1988(Cooper, , 2008Morris, 2013), service innovation (Alam, 2006), process innovation (Simms et al, 2021) and business model innovation (Gassmann & Schweitzer, 2014). For clarity purpose, this essay is based on Cooper's (1988) work on the management of the project front-end of product innovation with its three stages i.e., concept generation, concept assessment, and concept definition.…”

Section: Project Front-end's Structure Tools and Techniquesmentioning

confidence: 99%

“…"Must criteria'' qualify a project concept for further consideration, and include criteria related to the strategic alignment of a concept and the results of financial indexes such as the cost/benefit ratio. As to "should criteria", they correspond to desirable attributes in a project concept (Cooper, 1988;Gassmann & Schweitzer, 2014;Samset, 2010;von Leipzig et al, 2017).…”

Section: • Concept Generationmentioning

confidence: 99%

“…Regarding the generation and screening of project concepts, they rely on a variety of tools and techniques. Concept generation can be achieved through brainstorming, brainwriting, cross-industry analogical thinking, focus group workshops, systems analysis, customer input, prize competitions for ideas among workers and customers, meeting with industry experts, industry reports, business model navigators, business process modelling, and business model cards (Cooper, 1988;Gassmann & Schweitzer, 2014;Kerzner, 2013;Murphy & Kumar, 1997;Samset, 2010). As to concept screening, it can be done with different techniques including cost/benefit analysis, and scorecards (Gassmann & Schweitzer, 2014;Samset, 2010).…”

Section: • Concept Generationmentioning

confidence: 99%

See 2 more Smart Citations

Strategy for managing project front-end of digital transformation – a case for a multidimensional and creative conceptualization

Ntakirutimana,

Vieru,

Motaghi

2023

Proceedings of the Annual Hawaii International Conference on System Sciences

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coordinating a collective action based on an underlying logic shared by people in an organization. Furthermore, he conceives it as a multidimensional concept, and distinguishes strategy as plan, strategy as ploy, strategy as pattern, strategy as position and strategy as perspective (Mintzberg, 1987a).According to Stevens and Burley (2004), ''The first few plays of the game determine the outcome''. In project context, this resonates with the association between the effective management of project front-end (PFE) i.e., the project conceptual phase and project success, regardless of the type of project (Morris, 2013;Samset, 2010;Samset & Volden, 2016). In healthcare digital transformationone of our research domainssystematic literature reviews reveal a scarcity of knowledge about the management of PFE (Marques & Ferreira, 2020;Stephanie & Sharma, 2020;Kraus et al., 2021) despite the importance of project conception. Currently, we are exploring the management of PFE in healthcare digital transformation and our preliminary findings such as the average technology end user knowing little about PFE activities and their noninvolvement in these activities show the importance of discussing strategy for PFE management.Regarding the management of project front-end activities, Kock et al. (2015) propose a dual strategy with the potential to help effectively manage various types of projects including digital transformation undertakings.This strategy comprises two complementary strategies, namely, the open and closed action strategies. The open action strategy consists of mindsets, behaviors, and conditions that promote creativity. As to the closed action strategy, it relates to mechanisms that an organization put in place to control processes (Kock et al., 2015).Sometimes, ideas need to be expressed in different ways to enhance the understanding of phenomena, and imagery, in the forms of analogies or metaphors, effectively serves this purpose (Cornelissen & Durand, 2014;Morgan, 1998). So, in this work, we propose a metaphor corresponding to the open and closed action strategies. Still regarding the management of project front-end, some tools and techniques have been proposed (

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A Multidimensional Framework for Digital Platform Innovation and Management: From Business to Technological Platforms

Yablonsky

2018

Syst. Res

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The systems that support digital businesses require transformation to maximize the economic value of network connections. It forces a shift to platforms and ecosystems collaborative by nature, by applying business models with multiple actors playing multiple roles. The proposed multidimensional framework involves the use of a multimethodology approach that incorporates synergy of business and technological innovations and management. This research concerns a multidimensional approach to digital platform enterprise development that provides support for executives to examine the interrelationships across platform business model portfolio on regular basis.

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Management of the Fuzzy Front End of Innovation

Cited by 37 publications

References 128 publications

Ecodesign framework for developing wind turbines

Ecodesign framework for developing wind turbines

Strategy for managing project front-end of digital transformation – a case for a multidimensional and creative conceptualization

A Multidimensional Framework for Digital Platform Innovation and Management: From Business to Technological Platforms

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