R&D approach based on multiple partners and Design Thinking, Lean Startup, and Agile concepts: A case study in the electricity sector

Abstract

Goal:The paper aims to increase the understanding of the results and challenges that arise when running R&D projects based on multiple partners and the integration of Design Thinking, Lean Startup, and Agile concepts.Design / Methodology / Approach: We followed a case study approach in the electricity sector. Two project cases were studied, using triangulated data from interviews, internal documents, and nonparticipant observations. Results:The results of the Design Thinking, Lean Startup, and Agile concepts application in R&D projects show improvements in knowledge absorption, solution improvement through collaborative insights between partners, and identification of short-term opportunities. Some challenges, however, were identified, such as noisy integration, the role of the project manager requiring a sophisticated skillset, and complicated decision-making processes. Limitations of the investigation:The conclusions have the inherent limitations of a case study conducted in one industrial sector and two projects led by one company. Practical implications:The evolving competitive landscape demands more effective pathways to foster innovation. Recent approaches to innovation have challenged R&D practices. This study discusses a new way of addressing R&D efforts with multiple partners by integrating Design Thinking, Lean Startup, and Agile concepts.Originality / Value: The combined and coherent application of concepts derived from Design Thinking, Lean Startup, and Agile in R&D practices in the electricity sector is new. The high volume of R&D activity in the electricity sector makes this in-depth analysis both relevant and valuable.

The Use of Effectuation in Projects Inside the Corporation: A Systematic Literature Review

“…Although a number of new process models (Reymen et al, 2015), initiatives and methodologies (Leal, Tavares, Boas, Romão, & Gurgel, 2021;Ries, 2017) take the challenge of bringing the benefits of Effectuation to the established companies, it is still "underexplored in contexts such as established company's decision-making" (Henninger, Brem, Giones, Bican, & Wimschneider, 2020). Academic interest spurred the exploration of Effectuation-based methodologies in the corporate environment (Brettel, Mauer, Engelen, & Küpper, 2012;Futterer et al, 2018;Roach, Ryman, & Makani, 2016), but literature over this specific topic has not been systematically organized.…”