MeRSZ online
okoskönyvtár
Több száz tankönyv egy helyen.
Online. Bárhol. Bármikor.
Innovation and excellence
Management methods for innovation transformation
"Fuzzy front end" – chaotic initial phase
So far, we have made several references to the somewhat uncertain and confusing nature of the initial stage of the innovation process. This is because no one in any organisation has the knowledge to predict, before or during development, what the outcome will be and how much consumers, whether end users or industrial partners, will like it. However, the fuzzy front-end stage has the greatest impact on the entire innovation process and its outcome (see Figure 9).
Harvard
(): . : .
: /hivatkozas/m1384iae_264/#m1384iae_264 ()
Chicago
. . . : .
(: /hivatkozas/m1384iae_264/#m1384iae_264)
APA
(). . .
(: /hivatkozas/m1384iae_264/#m1384iae_264)
Figure 9. The fuzzy front end of the innovation process
Source: based on Osterwalder (2020).
Oliver Gassmann and Fiona Schweitzer, researchers at the internationally renowned Swiss ETH Zurich, have devoted an entire volume to presenting and characterising the initial, chaotic phase of innovation. They compare managing the initial phase of innovation to art:
"... a balancing act between exploiting proven capabilities and dynamically exploring new ones, between stability and flexibility, between certainty and uncertainty, between formal and informal interaction, between market pull and technology push, between creativity and discipline, between free room and limitations." (
Gassmann–Schweitzer, 2014
, p. 8).
The art of managing the fuzzy front end is not about dictating who should do what and when. Nor is managing the artistic process about allowing chaos to reign. The initial phase of innovation is the art of identifying and understanding contradictory and complementary, supportive and counterproductive forces and influences, as well as providing the frameworks, resources and conditions necessary to cope with these forces and influences. For example, in the later project phases of developing an aeroplane or a new car, such as the start of production, hundreds of engineers in dozens of locations may need to be coordinated. This requires process experts and traditional managers. System integration, which is carried out by dozens of corporate teams, requires clear milestones and strict processes. Process management is key, with all its tools, "go vs. no go" milestones, and all the measures related to managing the entire process.
In the early stages of the innovation process, this works completely differently. Process management is not irrelevant, but people management is the key skill, i.e. finding the right people, creating a good network of contacts, coaching teams and identifying the creativity of employees, as well as providing them with an inspiring vision and guidance. Demonstrating and emphasising the importance of development is extremely important for the internal motivation of researchers and innovators. Internally motivated teams working on interesting and challenging tasks are much more successful than those who simply work for more money (Gassmann–Schweitzer, 2014).
Harvard
(): . : .
: /hivatkozas/m1384iae_271/#m1384iae_271 ()
Chicago
. . . : .
(: /hivatkozas/m1384iae_271/#m1384iae_271)
APA
(). . .
(: /hivatkozas/m1384iae_271/#m1384iae_271)
Figure 10. Factors determining the success of the fuzzy front end phase of innovation
Source: based on Gassmann-Schweitzer (2014).
In the initial phase of innovation, managers therefore need management skills that differ from those required for managing normal, traditional business operations and production processes. In fact, in the initial phase of innovation, it is all about people and their motivation. The front end of innovation is challenging, but if managed well, companies can achieve tremendous results. It is not easy to provide best practices and recipes for this, so we present several case studies for inspiration in Chapter 4 of this volume.
Tartalomjegyzék
- Innovation and excellence
- Copyright Page
- Foreword
- Introduction
- Part I. Fundamentals of Business Economics
- Chapter 1: Excellence and success
- Chapter 2. Success factors for corporate innovation
- Chapter 3. Sources of innovation – users as innovators?
- Scientific research
- Needs and customer demands
- Users as innovators
- The user-dominated innovation process
- Open innovation – multi-actor innovation
- The role of users and customers in industry
- The absorption capacity model
- Types of user knowledge
- Identifying and involving leading users in the innovation process
- Scientific research
- Part II. Empirical research results: case studies
- Chapter 4. Possible innovation models for businesses open to change
- 1. MELECS: the innovative electronic component manufacturer
- The global development of the Melecs Group
- Clear mission and strategic goals
- Meeting customer needs and creating value
- Achieving corporate goals through innovation
- Possibility of an independent research and development department
- Management trust and encouragement
- Supportive management methods
- Encouraging user innovation
- Developer workshops
- The global development of the Melecs Group
- 2. A perfectly developed idea management system at AUDI HUNGARIA
- The importance of user innovations
- "Top innovators"
- The idea management process
- The impact of idea management on organisational culture
- Reward system
- Arousing curiosity in an ergonomic environment
- The role of customer interactions
- Support for adapting to uncertain situations
- Empowerment, encouraging proactivity
- Awards and recognitions
- Encouraging ideas and innovations
- Outlook: Audi Denkwerkstatt – Berlin
- Concept
- Process and topics
- Startup vs. silo mentality
- Challenges and strengths
- The importance of user innovations
- 3. "Invented for life" – Bosch's activities to encourage innovation
- Global automotive patents from Budapest
- Developing Bosch's innovation ecosystem
- Rules of the Budapest Development Centre's innovation program
- Application of management practices that encourage innovative behaviour
- Lessons from innovation management
- Possibilities for adapting good practices from large companies
- Corporate practices that encourage innovation
- Bosch's "grow platform", an international incubation programme
- Bosch Innovation Framework
- Bosch Startup Harbour / Berlin
- Global automotive patents from Budapest
- 4. On the way to an ambidextrous organisation – MouldTech Systems
- Introduction to MouldTech Systems Kft.
- Innovation strategy direction: independent product development and manufacturing
- The need for diversification
- Talent management and providing an inspiring environment
- The role and method of communication in talent management
- Conditions for product scalability
- Management methods for a "pack" of developers
- Introduction to MouldTech Systems Kft.
- 1. MELECS: the innovative electronic component manufacturer
- Chapter 4. Possible innovation models for businesses open to change
- Part III. Practical methods for introducing and developing corporate exploration processes
- Chapter 5. From traditional business to innovative organisation
- Exploitation and exploration
- Unattainable goals and contradictions
- The role of organisational culture in the success of innovation activities
- What can we learn from other companies?
- Innovation transformation model based on organisational and individual competencies
- Components of the maturity model of ambidextrous organisations
- Exploitation and exploration
- Chapter 6. Developing an innovation strategy – the need for change
- Chapter 7. Practices of ambitious leaders: management tools for innovation transformation initiatives
- Map of the current product and service portfolio
- Building an exploratory innovation project portfolio
- Management tasks related to exploratory projects
- Internal entrepreneurial ("corporate venturing") programmes
- Internal ventures, the process of developing a corporate venturing strategy
- Success factors for internal entrepreneurial programmes
- Considerations and possible steps for establishing organisational units to support internal ventures
- Map of the current product and service portfolio
- Chapter 8. Initial steps towards a more innovative organisation
- Chapter 5. From traditional business to innovative organisation
- References
Kiadó: Akadémiai Kiadó
Online megjelenés éve: 2026
ISBN: 978 963 664 182 5
The aim of the book "Innovation and Excellence" is to inspire and encourage company leaders, managers, and experts to initiate and implement innovation transformations with the help of professional literature and corporate case studies. Another important goal is to help develop the innovation capabilities of small and medium-sized enterprises in particular by sharing simple, proven management methods that can be tested in practice. The first part of the volume reviews the factors of corporate excellence and success, then highlights the possible sources of innovation, with a focus on the role of users and employees. The empirical section presents a detailed description of the supportive role of the workplace environment and creative working conditions based on corporate case studies (AUDI, BOSCH, MELECS). The volume concludes with a description of selected tested practical methods and management techniques that readers can try out in their own businesses.
Hivatkozás: https://mersz.hu/dory-innovation-and-excellence//
BibTeXEndNoteMendeleyZotero
gomb segítségével választhatsz, hogy fejezetről fejezetre lapozva vagy inkább folyamatosan görgetve olvasnád-e a könyvet.
