scholarly journals A Lightweight Innovation Process for Software-Intensive Product Development

IEEE Software ◽  
2010 ◽  
Vol 27 (1) ◽  
pp. 37-45 ◽  
Author(s):  
T. Gorschek ◽  
S. Fricker ◽  
K. Palm ◽  
S. Kunsman
Keyword(s):  
Product Development ◽  
Innovation Process ◽  
Software Intensive

Technology Intelligence Systems in Industry and Academic Networks

2017 ◽  
pp. 28-46
Author(s):  
Rebecca De Coster ◽  
Scott Phillips
Keyword(s):  
Product Development ◽  
New Product Development ◽  
Innovation Process ◽  
High Technology ◽  
Trade Associations ◽  
Technology Intelligence ◽  
Technology Firms ◽  
The Third ◽  
Academic Networks ◽  
High Technology Firms

High technology firms are under many competitive pressures, which necessitates ongoing innovation and new product development. In this chapter, the early stages of the innovation process, where it is unclear which technologies have the potential to prevail and take hold in a sector, are examined. Technology intelligence systems, which support innovation in two contexts, are assessed; firstly, industry networks which are under pressure to produce successive innovations on a commercial basis, and secondly, academic networks which address innovation on a less commercial basis. This chapter outlines three different technology intelligence systems based on industry and academic networks and describes the implications in terms of technology management. The first system is based around industry based R&D centres, the second around trade associations, and the third around academic centres.

Crossing the Valley of Death: Managing the When, What, and How of Innovative Development Projects

2019 ◽  
Vol 50 (4) ◽  
pp. 447-459 ◽  
Author(s):  
Christophe Midler
Keyword(s):  
Project Management ◽  
Product Development ◽  
Management Practices ◽  
Low Cost ◽  
Innovation Process ◽  
Development Projects ◽  
Development Phase ◽  
Specific Content ◽  
Global Innovation ◽  
Valley Of Death

The last few decades have seen a profound transformation of innovation project management within automobile firms. During the 1990s, the product development phase was revolutionized by the deployment of heavyweight project management, project portfolio processes, and platform strategies. The 2000s saw the forces of change move upstream in the innovation process, with the development of new methodologies intended to develop and orient creativity, as well as new upfront units acting as innovation labs. However, many upfront creative endeavors still encounter an innovation valley of death when they move into the rigid and risk-averse development phase. Thus, the frontier of innovative project organization seems to be the ongoing quest to reconcile the emergence of breakthrough innovations in the upfront phase with the more rationalized nature of development phases. Based on a case study of a disruptive low-cost car, this article analyzes how the product development phase can support innovative exploration to overcome the challenge of achieving a major cost breakthrough. We analyze the specific content of the project’s innovations ( fractal innovation) and the management practices and organizations used to implement them. We characterize how such innovative product development can contribute to a new economy of innovative effort within the global innovation funnel of the firm. We compare this global innovation process, where development projects play a major role as a locus for organizational learning, to the customary one in automotive firms, where learning happens essentially in front-end marketing and engineering departments.

Capture and evaluation of innovative ideas in early stages of product development

2019 ◽  
Vol 31 (6) ◽  
pp. 908-927 ◽  
Author(s):  
Peter Madzík
Keyword(s):  
Product Development ◽  
Innovation Process ◽  
Kano Model ◽  
Effect Analysis ◽  
Content Type ◽  
Factors Affecting ◽  
Early Stages ◽  
Structured Analysis ◽  
Idea Evaluation

Purpose The purpose of this paper is to propose a structured procedure for the capture and evaluation of innovative ideas in the early stages of product development. The procedure is designed to take account of internal and external factors affecting the value of innovative ideas. Design/methodology/approach The proposed procedure is based on divergent and convergent approaches to innovation. Ideas are generated and captured using targeted questions and subsequently evaluated using modifications of the Kano model and failure mode and effect analysis (FMEA). Idea evaluation considers four criteria – delight, originality, market share potential and simplicity – which are used to compute an “idea priority number”. Findings A case study looking at innovations in swimming goggles verified the validity of the proposed procedure. The procedure also supports fact-based decision making and applies a structured perspective to the innovation process that makes it easier to manage. Research limitations/implications The case study made use of a pilot survey in which 32 customers participated. Although the case study was only intended as a demonstration of the method’s use, such a sample size could lead to unreliable results in certain cases. Originality/value Applications of standard or expanded FMEA do not add value to a product because the main purpose of the approach is to prevent failure. The proposed inversion of FMEA logic combined with customer view via the Kano model offers a method for the structured analysis of product innovations. No similar approach to the evaluation of innovations has so far appeared in the literature.

scholarly journals A STUDY INVESTIGATING CHALLENGES IN THE INTERFACE BETWEEN PRODUCT DEVELOPMENT AND MANUFACTURING IN THE DEVELOPMENT OF SOFTWARE-INTENSIVE AUTOMOTIVE SYSTEMS

2012 ◽  
Vol 22 (07) ◽  
pp. 965-1004 ◽  
Author(s):  
J. PERNSTÅL ◽  
A. MAGAZINIUS ◽  
T. GORSCHEK
Keyword(s):  
Product Development ◽  
Automotive Industry ◽  
State Of The Art ◽  
Future Research ◽  
Manufacturing Processes ◽  
Process Assessment ◽  
Automotive Systems ◽  
Extensive Analysis ◽  
Key Issues ◽  
Software Intensive

The automotive industry is facing a tremendous growth in the engineering of software-intensive systems, giving rise to various challenges. To prevent problems related to the fit of new software technologies in vehicles and the manufacturing processes, a well functioning interaction between the functions for product development and manufacturing is crucial. This is complicated by the fact that the changeable nature of software development causes unprecedented needs for collaboration and coordination between these two functions. This paper reports on a process assessment that focuses on the interface between the functions for product development and manufacturing in the development and design of software-intensive automotive systems. The main purpose of the study was to identify the key issues for improvement in the area assessed. The assessment was performed at two Swedish automotive companies where data were collected from documents and in interviews with practitioners. Nine key improvement issues were established ranging from challenges in requirements engineering to the need for knowledge transfer between manufacturing and product development. In addition, to increase the understandability of the results and map possible avenues for solution and future research, the paper provides an extensive analysis of each improvement issue in relation to the state-of-the-art.

INTER-ORGANIZATIONAL INNOVATION PROMOTERS IN SMALL, KNOWLEDGE-INTENSIVE FIRMS

2009 ◽  
Vol 13 (03) ◽  
pp. 441-466 ◽  
Author(s):  
JAN INGE JENSSEN ◽  
ERLEND NYBAKK
Keyword(s):  
Product Development ◽  
Product Innovation ◽  
Organizational Innovation ◽  
Positive Impact ◽  
Innovation Process ◽  
Environmental Scanning ◽  
Top Management ◽  
External Relations ◽  
Knowledge Intensive ◽  
Positive Effect

This paper examines the relationship between external relations and innovation in small, knowledge-intensive Norwegian firms. Our findings indicate that external relations are beneficial for innovation. The analysis shows that it is necessary to treat innovation as more than a concept. Our independent variables related differently to product innovation, process innovation, and market innovation. We found that market participation in product development has a positive impact on product, process and market innovation. We also found that top management interaction with other firms had a positive effect on market innovation and that top management interaction with external R&D had a positive effect on product innovation. This finding probably indicates that access to R&D resources is vital for product development in the context of knowledge-intensive products. The results also show that participation in conferences and courses positively influences process and market innovation and that systematic environmental scanning positively influences product innovation.

scholarly journals Hand hygiene innovation for low income households in India

2020 ◽  
Author(s):  
Walter T. Gibson ◽  
Helen Trevaskis ◽  
R. V. Raman ◽  
Ayush Chauhan ◽  
Babitha George ◽  
...  
Keyword(s):  
Hand Hygiene ◽  
Product Development ◽  
Low Income ◽  
New Products ◽  
Innovation Process ◽  
Urban Slums ◽  
Feasibility Testing ◽  
Low Income Households

Abstract Our objective was to explore and prototype new products to facilitate improved hand hygiene after defecation by overcoming the constraints associated with soap use in low income settings, specifically urban slums in India. We used a systematic user-centred innovation process which led to the design of two products with user appeal ready for market trials, and one further concept ready for feasibility testing and further product development.

Management Model for the Product Concept Phase in the Early Stages of Product Innovation Process

2004 ◽  
Author(s):  
Nadia Jamali ◽  
Markus Meier
Keyword(s):  
Product Development ◽  
Product Innovation ◽  
Innovation Process ◽  
Problem Definition ◽  
Product Development Process ◽  
Management Model ◽  
Market Opportunity ◽  
Organizational Capability ◽  
Product Lines ◽  
Product Concept

The product concept phase of the product innovation process is a creative and interdisciplinary activity that transforms a market opportunity and technological innovation into successful products. It is a set of activity based processes in a product-oriented enterprise, and is essential to the economics success of such organization. Well-designed processes reduce development time, create better products, generate profit, and increase market share. In contrast, poorly-designed processes can harm both product lines and the companies that manufacture them. Determining important methods in the product concept phase and determining their relationship with organizational capability are crucial to the sustainable success in product development. Studying their relationship would give us insights into the product development dynamics. This paper will focus on the development of an engineering management model for the product conceptual phase of the product Innovation process. The (PCP) begins with the scope of the project having been formalized by either a request for proposal from an external entity or an internally generated mission statement. This document will specify a particular market opportunity and lay out the broad constraints of the project. Basically it will specify which direction to go, and will generally specify a precise destination or a particular way to get there. During the product concept phase, customer needs are identified, multiple product concepts are generated based on these needs, and a single product concept is selected for further development after a thorough evaluation has been accomplished. A well thought-out product concept will consist of a description of the form, function, and features of the product as well as a set of specifications, an analysis of competitive products, and an economic justification for the project. The aim of this paper to determine the most effective methods, tools and techniques to design a theoretical product concept phase (PCP) model, which consists of four activity elements or modules. The model highlights the iterative series of activities that may take anywhere from a few seconds in the minds of individuals to many months or years for defining a breakthrough concept. The product concept phase (PCP) model will be created during the problem definition activity very early in the product development process. The PCP module will be organized in a way that requires participation by virtually all the major product development functions within the organization such as marketing, technology, product design and manufacturing. It also involves interactions with stakeholders such as customers, suppliers that are outside of the organization. The interface of the PCP module to other product innovation process phases will be achieved through the design of an IT - Platform; that includes all the needs and requirements for and form other phases.

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