Tibor Dőry

Innovation and excellence

Management methods for innovation transformation

Identifying and involving leading users in the innovation process

After reviewing the types of user knowledge and the various transfer mechanisms, we present our own research findings (Venesz–Dőry–Raišiene, 2022). In interviews with managers and developers at selected Hungarian medical device manufacturing companies, we examined how lead users, i.e. doctors, are involved in new product development processes. Our starting point was the observation that finding and involving the right users in new product development processes is particularly challenging, as individuals' contributions vary greatly. The lead user method formulated by Professor Hippel (1986) defines two criteria for identifying lead users and does not take into account the personal characteristics of external contributors, which, according to experience, are necessary for the success of product development involving lead users. In our research, we wanted to find out how extensively lead users should be involved in the jointly developed new product development process and how the different personal characteristics of lead users influence the success of new product development processes.

We conducted case studies at five Hungarian medical technology companies whose main activity and core product is the development and manufacture of medical implants, prostheses or medical devices. Interviews with company managers and research and development managers focused on understanding the personal characteristics of lead users and their impact on the different stages of new product development processes. The interviews with the managers of the selected companies were supplemented by focus groups, which helped to validate the results revealed by the case studies. We were able to confirm that users involved in the development and manufacture of medical instruments must have the following characteristics:

expert-level professional knowledge;
high technical knowledge;
experimental mindset;
social and professional ties;
formal authority; and
cooperative attitude and communication skills.

All the company executives interviewed cited professional knowledge as one of the key characteristics of leading innovators:

"They are experts in their field and have no less than ten to fifteen years of professional experience" (Company A). "They are active scientific researchers with significant scientific achievements" (Company D). "Innovation activities carried out with professionals with less than ten years of experience usually reach a dead end" (Company E). "They have in-depth knowledge of products and their use, and are able to identify a significant problem with a product and come up with an innovative idea for a solution" (Company A). "... they act and make decisions intuitively" (Company B). "They are able to think outside the box and break the rules" (Company D).

A high level of technical knowledge enables users to propose feasible solutions, expand the range of possible solutions, conduct early experiments, and test their initial ideas by developing their own prototypes. Interestingly, we observed that technical knowledge has little impact on the product development phase, as companies generally rely on their own R&D resources and do not require additional resources from external contributors. The results of our study show that technical knowledge is essential in the prototype testing phase, as only technically competent lead users are able to communicate effectively with product engineers and provide valuable feedback and feasible suggestions.

Based on our research, we can make two observations regarding the experimental mindset. On the one hand, experimentation in the process of testing ideas and prototypes leads to significant improvements in the original idea or prototype, and consequently has a positive impact on the success of the new product development process. On the other hand, the willingness to experiment demonstrates the high level of motivation of lead users to realise their initial basic idea in the form of a new product.

"...the initial trial and error testing process helps practitioners to further develop their ideas using plasticine, metals and wood. Drawing skills, manual dexterity and an experimental mindset contribute greatly to the success of the new product development process" (Company E). "...such individuals show high motivation throughout the entire new product development process, not just in individual phases" (Company B). "Practical professionals with an experimental mindset are characterised by a high level of commitment and technical and manual skills" (Company D). "... the experimentation process requires advanced field-specific knowledge and technical competencies" (Company A).

In relation to the role of social and professional relationships, we found that leading users with good connections receive valuable input and information from other professionals on how to develop and successfully implement an innovative idea or solution. Users' creativity is also much more intense when they have many social connections. Consultations and informal discussions with professionals from different backgrounds can intuitively contribute to the development of various new ideas. We can conclude that social connections play a fundamental role in the market dissemination phase of the new product development process, as communication about development results significantly promotes the popularity of new products and services.

Another important finding of our analysis based on the interviews is that the formal authority status of lead users is a fundamentally important factor in changing existing medical protocols and treatment guidelines. During the promotional phase of a new product, the use of professional authority has a significant market influence, which can also change the mindset of other colleagues and practising physicians.

"The credibility of professionals stems from their position at work and their scientific achievements. Formal authority is necessary for them to be able to change existing medical protocols and guidelines" (Company E). "The market is more likely to accept a radically new product if it is presented by an accepted professional authority" (Company D). "Professional authority has a great influence at conferences in promoting new innovative products and can change professional opinion and thinking" (Company C).

High-level collaboration and communication skills are essential for lead users throughout the entire new product development process. Only users with excellent communication skills are able to speak the same language as product developers and engineers. They are able to articulate and explain their ideas and solutions using clearly formulated sentences and emphasising the essence of the problem and the solution. Users with high collaboration skills work regularly and closely with developers, showing them the connections.

Although the original method defined two criteria for selecting lead users: "ahead of market trends" and "high expected returns", our own empirical research shows that the process of identifying and selecting lead users is rather ad hoc and depends largely on personal knowledge. For this reason, we recommend that company executives and innovation managers consider the presence or absence of the six personality traits described above in the early stages of development partnerships, particularly in the case of partners and, above all, lead users. In order to increase the effectiveness of the lead user concept, we have supplemented the method with a "lead user identification" phase (Figure 14).

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Figure 14. The expanded lead-user method

Source: based on Venesz–Dőry–Raišiene (2022).

In summary, we can say that properly selected lead users are able to "anticipate market trends" based on early signals and subtle indications, and are able to deliver "high expected results and profits," thereby contributing fundamentally to the success of the new product development process. Among the conclusions, it should also be emphasised that the involvement of lead users in each phase of new product development is essential, as every aspect of their contribution is fundamental to the technical and market success of new product development.

Last but not least, we recommend that practising corporate innovation professionals and managers, even abstracting from our research results, consider their previous experiences with partners, with a focus on the factors that play a role in successful and unsuccessful developments, especially human factors. We consider it very important for managers to be aware of the importance of the personal characteristics of lead users. In our opinion, the selection process should be based on the presented six personal characteristics of lead users, because otherwise significant bottlenecks, time delays and conflicts within the development team may arise during the development process. All of this can lead to significant additional costs and the failure of the development process.

Tartalomjegyzék

Kiadó: Akadémiai Kiadó

Online megjelenés éve: 2026

ISBN: 978 963 664 182 5

Menedzsment

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//

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