business modelling in the fuzzy front end of innovation camera ready 29june11
DESCRIPTION
How to inform technological decision making in long term, networked innovation? This presentation proposes a methodology that enables decision makers in networked R&D projects to select, align and enrich strategy formation, business model identification and technology design.TRANSCRIPT
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Business Modelling in the Fuzzy Front End of InnovationExploring an approach
Sander Limonard*1 , Frank Berkers1, Omar Niamut1, Thomas Bachet1, Mark de Reuver2
Acknowledgement
This research was performed and funded within the FP7 EU funded Integrated Project FascinatE (www.fascinate-project.eu)
R&D management conference 2011, 28-30 june 2011, Nörrkoping, Sweden
* Presenting author1 TNO Applied Research, Delft, the Netherlands2 Technical University of Delft, the Netherlands
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Outline presentation
Challenge
Research gap
Proposed methodology
First exploration of legitimacy and validity in case study
Conclusion
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The challenge*
time
Flexibility in design choices
Articulation of user/b
usiness requirements
low
high
* Adapted from Collingridge (1980) and Christensen (2002)
Fuzzy Front End
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Datum4
Outline presentation
Challenge
Research gap
Proposed methodology
First exploration of legitimacy and validity in case study
Conclusion
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Research gap
Nu
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of
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rtn
er
org
an
isa
tion
s
1
5
15
Runtime of collaboration in years
42
Lack of concepts and methodology to coordinate and align strategies and make collaborative business decisions
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Research gap in adressing the challenge
time
Flexibility in design choices
Articulation of user/b
usiness requirements
low
high
Fuzzy Front End
Adressed in business modelling literature: scenario’s
Not or poorly adressed in NPD literature: ‘Stakeholder analysis’; ensuring strategic commitment
GAP
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Problem statement
How and to what extent might the application of a business modelling
methodology add value in the fuzzy front end of technological driven,
networked R&D projects?
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Overall: to link technology design with its impact on the business ecosystem in order to reduce
complexity in decision making
This requires a business modelling framework that:
Allows to map and scope the business ecosystem relevant to the R&D collaboration
Enables to demonstrate how technical design has an impact on networked business
environments
Gives room to the fuzzy, creative process of idea generation
Provides a single heuristic framework to facilitate the dialogue between disciplines
Enables techno-economic design as well as the evaluation of these design choices and the
organisation of a feedback loop
Requirements for a business modelling methodology in the fuzzy front-end
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Datum9
Outline presentation
Challenge
Research gap
Proposed methodology
First exploration of legitimacy and validity in case study
Conclusion
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Proposed methodology
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Proposed methodology
1. Map the business ecosystem
Enables intra project stakeholder mapping and analysis
Enables positioning the technological components under construction to be positioned vis a vis the value
Enables scoping of external environment: markets, rival R&D
2. Create service concepts
Means to explore how technology can be integrated
Sanity check on step 1.
3. Map and analyse techno-economic implications
Identify inclusive set of techno-economic design scenario’s
Means to organize the feedback loop between tech and business
1. Map the business ecosystem
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Datum12
Outline presentation
Challenge
Research gap
Proposed methodology
First exploration of legitimacy and validity in case study
Conclusion
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Format-Agnostic SCript-based INterAcTive Experience (FascinatE)
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Step 1: Mapping the business ecosystem
Result: stakeholder map, scope and high level segmentation
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Step 2: Creating service concepts
Result: longlist, boiled down to 5 generic service concepts
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Step 3: map and analyze techno-economic design
What if..
Result: 6 x 3 = 18 techno economic design scenario’s: ‘real options’
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Datum17
Outline presentation
Challenge
Research gap
Proposed methodology
First exploration of legitimacy and validity in case study
Conclusion
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To link technology design with impact on the business ecosystem to reduce complexity in decision
making PARTLY
This requires a business modelling framework that:
Allows to map and scope the business ecosystem relevant to the R&D collaboration YES
Enables to demonstrate how technical design has an impact on networked business environments
YES
Gives room to the fuzzy, creative process of idea generation YES
Provides a single heuristic framework to facilitate the dialogue between disciplines YES/NO
Enables techno-economic design as well as the evaluation of these design choices and the
organisation of a feedback loop NO
Did we meet the requirements?
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Conclusion, limitations and future research
How and to what extent might the application of a business modelling methodology add value in the fuzzy front end of technological driven, networked R&D projects?
Valuable as a strategic planning and alignment tool, but not valuable (or poorly timed?) to
organize feedback loop technology-business
Limitations
N=1
No link yet with later phases
Future research
Validate FFE methodology in other projects
Validate how it impacts/susstains as a strategic tool in later phases