L08 L: Innovation processes

Question 1

Explain how NPD process models have changed over time

Answer 1

▪ Technology-push models ‘50s-60s
▪ Market-pull models ‘60s-70s
▪ Market–technology linking models ’70s-80s
▪ Parallel activity models ‘80s-90s
▪ Continuous process model ‘90s-00s

…..and now
▪ Next gen models ‘00s-10s (more openness, i.e., Lecture ‘Digital Innovation ecosystems’)
▪ Hybrid models ’10s-20s (Lecture Agile & Design approaches)

Question 2

Explain the rationale behind stage gate models

Answer 2

▪ Selection involve (see Cooper, 2008)
− Specific deliverables (as input for the GO/NO GO decision)
− Criteria for evaluating projects on
− Outputs: “Go/Kill/Hold/Recycle” decision

▪ Project selection is performed by
− A multidisciplinary project board with senior representatives of the functions/departments (“gatekeepers”), that are involved in the
innovation project
− NOT by the innovators themselves

Question 3

Explain the stage gate models strengths and weaknesses

Answer 3

Strengths:

Quality of execution
Better front-end homework
Focus and prioritization
Parallel processing & spirals
Cross-functionality

Weaknesses:

Overemphasis on the execution of stages
Rigidity
Linearity
Same process for all types of projects
Use as project control system
Bureaucracy

Question 4

Explain the product–service combination model (note the two
dimensions) and provide real-life examples of each quadrant

Answer 4

FRAMEWORK FOR MAPPING DIGITAL B2B PRODUCT–SERVICE COMBINATIONS

Dimensions:
(x) directed at: suppliers goods / customer processes
(y) Value proposition (VP): input based (perform a deed) / Output based (achieve performance)

SG / IB: Product life cycle services: * Remote vehicle inspection
SG / OB: Asset efficiency services: * Fuel saving advice to a driver
CP / IB: Process support services: * A fuel efficiency consultation for entire fleet (e.g., of vehicles)
CP / OB: Process delegation services: * Fleet management of
tires on behalf of a trucking company

Question 5

▪ Explain the three strategies for deploying usage data for continuous development

Answer 5

▪ Pattern spotting
− Identify data-driven solutions for improving services

▪ Real-time decisioning
− Predict likely future states where value can be generated through a fast, targeted response

▪ Synergistic exploration
− Using data to identify new service innovations (input for product
updates)

Question 6

▪ Explain the challenges for product-centric incumbents that aim to develop digital innovations

Answer 6

Product-centric incumbents need to balance:
− Existing versus new innovation practices
− develop new capabilities without hampering existing practices
− Product versus process focus
− Design products for continuous evolution; rather than annual
“one-off” incremental innovations
− Internal versus external collaborations
− Has been efficiency-oriented (based on well-defined interfaces,
roles and and tasks)
− Control versus flexibility in governance
− E.g., Freeze designs prior to production?