The early activities of front end of innovation in oem companies using a new fei platform as a framework for renewal
Peltomaa, Jyrki (2014-11-28)
Väitöskirja
Peltomaa, Jyrki
28.11.2014
Lappeenranta University of Technology
Acta Universitatis Lappeenrantaensis
Julkaisun pysyvä osoite on
https://urn.fi/URN:ISBN:978-952-265-630-8
https://urn.fi/URN:ISBN:978-952-265-630-8
Tiivistelmä
The main goal of this study is to create a seamless chain of actions and more detailed
structure to the front end of innovation to be able to increase the front end performance
and finally to influence the renewal of companies. The main goal is achieved through by
the new concept of an integrated model of early activities of FEI leading to a discovery of
new elements of opportunities and the identification of new business and growth areas. The
procedure offers one possible solution to a dynamic strategy formation process in innovation
development cycle. In this study the front end of innovation is positioned between a strategy
reviews and a concept creation with needed procedures, tools, and frameworks. The starting
point of the study is that the origins of innovation are not well enough understood. The
study focuses attention on the early activities of FEI. These first activities are
conceptualized in order to find out successful innovation initiatives and strategic renewal
agendas. A seamless chain of activities resulting in faster and more precise identification of
opportunities and growth areas available on markets and inside companies is needed. Three
case studies were conducted in order to study company views on available theory doctrine
and to identify the first practical experiences and procedures in the beginning of the front
end of innovation. Successful innovation requires focus on renewal in both internal and
external directions and they should be carefully balanced for best results. Instead of
inside-out mode of actions the studied companies have a strong outside-in thinking mode
and they mainly co-develop their innovation initiatives in close proximity with customers
i.e. successful companies are an integral part of customers business and success. Companies
have tailor-made innovation processes combined their way of working linked to their
business goals, and priorities of actual needs of transformation.
The result of this study is a new modular FEI platform which can be configured by
companies against their actual business needs and drivers. This platform includes new
elements of FEI documenting an architecture presenting how the system components work
together. The system is a conceptual approach from theories of emergent strategy formation,
opportunity identification and creation, interpretation-analysis-experimentation triad and
the present FEI theories. The platform includes new features compared to actual models of
FEI. It allows managers to better understand the importance of FEI in the whole innovation
development stage and FEI as a phase and procedure to discover and implement emergent
strategy. An adaptable company rethinks and redirects strategy proactively from time to
time. Different parts of the business model are changed to remove identified obstacles for
growth and renewal which gives them avenues to find right reforms for renewal.
structure to the front end of innovation to be able to increase the front end performance
and finally to influence the renewal of companies. The main goal is achieved through by
the new concept of an integrated model of early activities of FEI leading to a discovery of
new elements of opportunities and the identification of new business and growth areas. The
procedure offers one possible solution to a dynamic strategy formation process in innovation
development cycle. In this study the front end of innovation is positioned between a strategy
reviews and a concept creation with needed procedures, tools, and frameworks. The starting
point of the study is that the origins of innovation are not well enough understood. The
study focuses attention on the early activities of FEI. These first activities are
conceptualized in order to find out successful innovation initiatives and strategic renewal
agendas. A seamless chain of activities resulting in faster and more precise identification of
opportunities and growth areas available on markets and inside companies is needed. Three
case studies were conducted in order to study company views on available theory doctrine
and to identify the first practical experiences and procedures in the beginning of the front
end of innovation. Successful innovation requires focus on renewal in both internal and
external directions and they should be carefully balanced for best results. Instead of
inside-out mode of actions the studied companies have a strong outside-in thinking mode
and they mainly co-develop their innovation initiatives in close proximity with customers
i.e. successful companies are an integral part of customers business and success. Companies
have tailor-made innovation processes combined their way of working linked to their
business goals, and priorities of actual needs of transformation.
The result of this study is a new modular FEI platform which can be configured by
companies against their actual business needs and drivers. This platform includes new
elements of FEI documenting an architecture presenting how the system components work
together. The system is a conceptual approach from theories of emergent strategy formation,
opportunity identification and creation, interpretation-analysis-experimentation triad and
the present FEI theories. The platform includes new features compared to actual models of
FEI. It allows managers to better understand the importance of FEI in the whole innovation
development stage and FEI as a phase and procedure to discover and implement emergent
strategy. An adaptable company rethinks and redirects strategy proactively from time to
time. Different parts of the business model are changed to remove identified obstacles for
growth and renewal which gives them avenues to find right reforms for renewal.
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