Structuring the "Fuzzy Front End of Innovation“ – From Strategic Foresight to Implementable Technology and Product Innovations - FEI EMEA 2014

STRUCTURING THE
”FUZZY FRONT END
OF INNOVATION“
FROM STRATEGIC FORESIGHT
TO IMPLEMENTABLE
TECHNOLOGY AND PRODUCT
INNOVATIONS
DR. KAI NUMSSEN – SPINNER GMBH

Front End of Innovation EMEA – Munich – Feb. 4-6, 2014

Dr. Kai Numssen | SPINNER GmbH

STRUCTURING THE “FUZZY FRONT END OF INNOVATION“
FROM STRATEGIC FORESIGHT TO IMPLEMENTABLE TECHNOLOGY & PRODUCT INNOVATIONS

SPINNER Group – Demanding Radiofrequency Technology Worldwide


Markets and Product Portfolios:




Mobile Communication | Broadcast | Radar & Satellite | Industry & Science

Leading Innovation in Passive RF Technology


Example: Pioneering Metamaterial Technology SWS - SPINNER Wavelength Shrinking | Stretching

Structuring the “Fuzzy Front End of Innovation”
 Corporate Strategy and Demand for Innovation
 Role of Demand for Innovation in the Idea Evaluation
 Demand for Innovation as an Impulse for an Innovation Campaign

 Strategic Foresight and Innovation Impulses
 Evaluation System for Innovation Impulses and Ideas



SPINNER Group
SPINNER – High Frequency Performance Worldwide

SPINNER Plants

SPINNER General Management

 1946 Munich (Germany)

Stephanie Spinner-König

– Headquarters –

 1966 Westerham (Germany)

Managing Director since 1990
Joined the company in 1975

 1991 Lauenstein (Germany)

Katharina König
Managing Director since 2010
Joined the company in 2004

 1995 Szekszárd (Hungary)
 2000 Shanghai (China)

SPINNER Sales Offices
SPINNER Representatives
SPINNER Production Plants
1100 employees worldwide



SPINNER Business Fields
SPINNER – Demanding Radiofrequency Technology between Transmitter and Antenna

Communication

Connectors
Jumper Cables
Surge Protectors
Splitters, Couplers, Filters, Diple
xers, Tri- and Multiplexers
MNCS (Mobile Network Combining)

Broadcast

Filters
Switches
Loads
Channel Combiners
Patch Panels
Rigid Line Systems

Radar &
Satellite

MNCS® – Mobile Network
Combining System

Coax & Waveguide Rotary Joints
Optical Rotary Joints
Hybride Rotary Joints with optical and
Radiofrequency Chanels, Slip Rings, Encoders,
contactless Power and Signal Transmission

Transmitting and Receiving Antennas
Feeder Cables for Phased Array Antennas

Industry &
Science

High-precision components for laboratories,
measuring and test facilities, and for MRI units,
High-precision connectors , Measuring
Adapters, Calibration Kits
Coax Cable, Attenuators and Accessories
WR 650 and WR 284 Waveguide and 6 1/8″ to
14" Rigid-Line Components and Networks



SPINNER – Innovative Radiofrequency Technology
Example:
SPINNER Wavelength Shrinking | Stretching
From 1D Metamaterials to SWS:
Pioneering technology enabling
unprecedented novel capabilities+βc/2
-βc/2

Shrinking Passive RF Components
o The size of most RF components depend on the wavelength λ which is
usually determined by the operating frequency via λ = c/f
 SWS shrinks the wavelength at the given operating frequency thus
allowing reduction of size

f

TEM
stopband

Dispersion
Diagram

Tailoring Dispersion Relations

passband

o Conventional λ–dependent coaxial structures only work at a given
frequency and odd multiples of it owing to the rigorous relation between
frequency and wavelength
 SWS enables flexible dual-band use of a component as it allows
bending of the relation between frequency and wavelength

Generating Pass Bands and Stop Bands

fop: operating

 SWS structures can be designed to support frequency selectivity as it
renders possible to generate pass bands and / or stop bands

frequency

Overcoming Thermal Limitations of Power Rating
β=2/λ

λTEM=c/fop
λLH < λTEM

o Insufficient heat transfer from inner to outer conductor owing to low
thermal conductivity of dielectrics restricts power handling capability of
rigid line components
 SWS strongly increases thermal coupling of inner and outer conductor

→ Wavelength shrinking
lTEM
l LH
e.g.: very short SWS Low Pass Filter


Suspending Higher Order Mode Disturbance
o Cut-off frequencies of higher order modes (HOM) limit the usable
frequency range
 SWS can create wide monomodal TEM bands above HOM cut-off
frequencies by introducing band gaps disabling HOM propagation and
thus allowing "over-moded" operation w/o any HOM disturbance

Challenge “Fuzzy Front End of Innovation“

Information
on emerging and
upcoming developments

Future factors

Innovation
Ideas
Impulses,
Search Fields
Orientation?

Concept

Product

Commercialization

PDP

screen, select
concrete
augment, enhance, maturate, refine
projectable
combine several information and ideas
sequential
depending on
eureka moments and
time-staggered findings

demand flexibility, agility,
interdisciplinary collaboration,
handling of “soft facts“


efficiency oriented


1 – Corporate Strategy and Demand for Innovation
Information
Corporate
on emerging and
upcoming developments Strategy

and
Demand for
Innovation

Future factors

Innovation
Ideas

Impulses,
Search Fields
Orientation?

Concept

Product

Commercialization

PDP

screen, select
concrete
projectable
sequential
depending on
eureka moments and

demand
flexibility, agility, interdisciplina
ry collaboration, handling of
“soft facts“


efficiency oriented


Future Factors and Corporate Strategy
Technological Advance, Evolution of Technological Capabilities
Technology Trends (cf. e.g. TRIZ Laws of technical systems evolution)

General Needs
Self-actualization

System technology developments

social
political
legislative
regulatory
economic
ecological
technological

Technological Development
Megatrends influence technology deveiopment

Environmental
Factors

Progress
in Science and Technology

Safety

Business Fields
(only partly) predictable or disruptive
changes,
only to a small part
influenceable
Customer requirements,
Demand in market segment

Corporate
Strategy
Strengths
Capabilities
Resources
Weaknesses
S&M, Dev.,
Innovation
HR, Fin., IT
Strategy
Strategies

Market Trends

Esteem
Belonging

Developments of Enabling
Techn. in an Application Area

Opportunities + Threats

Knowledge and
Understanding of the
Laws of Nature

Megatrends

Fundamental/physiological needs
Maslow‘s Pyramid of Needs

Development of Needs

Future Factors and Corporate Strategy
Knowledge and
Understanding of the
Laws of Nature

Technological Advance, Evolution of Technological Capabilities
Technology Trends (cf. e.g. TRIZ Laws of technical systems evolution)

Progress
in Science and Technology

E

E?

E

EXEMPLARY

Developments of Enabling
Techn. in an Application Area

High Werkze Neue System Lösungs Handels Technic Others
Power uge, Produkt
e
projekte
ware
al
Zubeh
e
Service
ör
O

P

Q

R
E

S

Self-actualization

Safety

Customer requirements,
Demand in market segment

Corporate
Strategy
Strengths
Capabilities
Resources
Weaknesses
S&M, Dev.,
Innovation
HR, Fin., IT
Strategy
Strategies

Market Trends

Esteem
Belonging

Business Fields

Y

(only partly) predictable or disruptive
changes,
only to a small part
influenceable

REPRESENTATION

General Needs

T

Opportunities + Threats

legislative
regulatory
economic
ecological
technological

System technology developments

B

Megatrends influence technology deveiopment

A

EMP Konf. RL/HL Koppleof strategic statementsAktivea MessRepresentation Absor Schalte Drehüb Filter Combi in
Kabel
b.
ning Kompo Hilfsmi
Products / Market Komp. r (PMM)
social Leitung r Matrix ertrage
Komp
r
Einheit nenten ttel
en
und
Product portfolios
political E
C
D
F
G
H
J
K
L
M
N

Environmental
Factors
Markets

Stecke Elip.
r
HL

Technological Development

Megatrends

Fundamental/physiological needs
Maslow‘s Pyramid of Needs

Development of Needs

Demand for Innovation from Corporate Strategy
Derivation of Demands for Innovation: Search Fields and Metrics
Demands for Innovation

Turnover,
Revenue,
or similar

according to type and area as well as size and importance
Technological
Renewal

Adaptation
to future
needs

Portfolio
extension |
adjacent
market segm.

strategic target-setting
potential gap
as innovation
impulse
new
products, incremental
innovations
PO: new markets

Strategic
Gap

Product portfolio
maintainance

Balance of strategy statements
with the actual state,
particularly w/ reference to PMM

existing product portfolio
Time

Innovation arena / Search field
– from type and area of the
innovation demands

Metrics (assessment standards)
– from size and importance of the
innovation demands

PMM
SGF

Stecke Elip.
r
HL

A

B

EMP

C

Business field
strategies

Konf. RL/HL Kopple Absor Schalte Drehüb Filter Combi Aktive Mess- High Werkze Neue System Lösungs Handels Technic Others
Kabel Leitung
r
b.
r
ertrage
ning Kompo Hilfsmi Power uge, Produkt
e
projekte
ware
al
s Komp
Komp.
r
Einheit nenten ttel
Zubeh
e
Service
en
und
ör
D

E

F

G
E

H
E?

J

K
E

L

M

N

O

P

Q

R
E

S

T

Y

Broadcast
Radar&Satelitte
Industry&Science
CO Outdoor

PMM

IBS



Innovation Demands and Idea Evaluation
Innovation Demands in the Evaluation of Innovation Ideas
Technological
Renewal

Adaptation
to future
needs

Portfolio
extension |
adjacent
market segm.

Strategic
Gap

Turnover,
Revenue,
or similar

potential gap
as innovation
impulse
new products,
incremental innovations
PO: new markets
Product portfolio
maintainance

Representation of Innovation Demands over PMM → iPMM
Product portfolios →
Markets
↓

EXEMPLARY
REPRESENTATION


Time

Metrics (assessment standards)
– from size and importance of the
innovation demands


Demand for Innovation from Corporate Strategy
Derivation of Demands for Innovation: Search Fields and Metrics
Technological
Renewal

Adaptation
to future
needs

Portfolio
extension |
adjacent
market segm.

Turnover,
Revenue,
or similar

Strategic
Gap

potential gap
as innovation
impulse
new products,
incremental innovations
PO: new markets
Product portfolio
maintainance
Time

Innovation arena / Search field
– from type and area of the
innovation demands


Innovation Impulse
Innovation demand
with high strategic
relevance

Innovation Campaign
to resolve the need for
innovation
in interdisciplinary collaboration
involving:
• Product Development,
• Sales & Marketing,
• Strategic Marketing,
steered by:
Innovation Management

2 – Strategic Foresight and Innovation Impulses
Information
on emerging and

Future factors

Strategic
Foresight
and
Innovation
Impulses

Innovation
Ideas
Impulses,
Search Fields
Orientation?

Concept

Product

Commercialization

PDP

screen, select
concrete

projectable

sequential
depending on
eureka moments and



efficiency oriented


Strategic Foresight as Source for Innovation Impulses
Tools of Strategic Foresight and Future Management
Megatrends
Future factors

Future
Management

Trends & Topics
from PESTEL
Analysis

Eltviller Model
('5 Glasses')
Patent
Analysis

External
Experts
Scientific
Advisors,
Technology
Advisory Board

Technology
Foresight

Technology
Scanning &
Screening:
Analysis and evaluation
of publications, patents,
technology offers,
research results etc.

according to
Pero Midid | FMG

S-Curve
Analysis

TRIZ
Technology 9 Fields
Monitoring, Laws of
Techn. Radar Evolution

Opportunity
Matrix
according to
Pero Midid | FMG

Innovation
Impulses

Scenario
technique
Future
workshops
with customers
and suppliers

Demand
Trends
Market
reports

Trend Receiver
Concept
Competitive
acc. Rupert
Hofmann
intelligence

Market
Intelligence

Market
Niche
Detector
Customer Customer Centered
Insight & Innovation Map | ODI
VoC
Outcome Driven
Innovation acc. A. Ulwick

Business field
strategies
Corporate strategy



Tools of Strategic Foresight – Ex. 1: Outcome Driven Innovation
Customer Centered Innovation Map | Outcome Driven Innovation
according to Anthony Ulwick | STRATEGYN

degree of
satisfaction

 Purpose: Achieve profound understanding of needs and requirements of customers
 Proceeding:
 Identification of the functional task (“job to be done“ – in all stages) which the customers have to deal with
as well as the desired / ideal outcome
 Assessment of the importance and the degree of satisfaction for all stages of the job to be done
 Result: "Opportunity Landscape" as a guide to innovation impulses and as a metric for innovation ideas
1

Understanding of customers‘
“pain points“ and
important, under-served needs (in
future) is a prerequisite

Basic requirements,
little differentiation
potential

over-served
0.8

0.6
0.4

Opportunities
for sustainable
and break-through
innovations

0.2

approprietly served
0.2

0.4

 to develop the required
“enabling technologies“ in time

under-served

0
0

 to address the most promising
market segments

0.6

0.8

1

importance

 Our amendment: Check "Commitment" – how much (own) effort (in terms of resources)
would a customer be willing to make for an improvement?

 to evaluate technologies and
product ideas according to their
potential to contribute to
satisfying the identified needs


Tools of Strategic Foresight – Ex. 2: S-Curve Analysis and TRL
Technology Readiness Assessment

TRL 9: Actual system proven through
successful mission operations
TRL 8: Actual system completed and
qualified through test & demonstration
TRL 7: System prototype demo in an
operational environment (1-5 years)
TRL 6: System model or prototype
demonstration in relevant environment

 Purpose: Foresight on upcoming development steps and anticipation of technology
leaps
 Current state on the S-curve can be determined e.g. by means of quantity and quality of
patents, scientific publications, invested venture capital and funding, formation of
“ecosystems" around an new technology, profitability...
First hint on
technology
change

performance

Classification of the maturity level TRL of
evolving technologies to assess their
applicability in development projects

S-Curve Analysis and Development Potential

…or coexistence of both
technologies (“ambidexterty“)

Obsolescence
& decline

TRL 5 Component / breadboard
validation in relevant environment

Maturity

TRL 4: Component / breadboard
validation in laboratory environment
TRL 3: Proof of functionality of the
technology concept (5-13 years)

Leap to
substituting new
technology

Growth
Emergence

TRL 2: Technology concept and/or
application formulated
TRL 1: Basic principles observed and
reported (8-15 years)

failing
technology
alternative
cumulative effort


Tools of Strategic Foresight – Ex. 2: S-Curve Analysis | Gartner Hype Cycle
S-Curve and Gartner Hype Cycle
Performance

First hint on
technology
change

Leap to
substituting new
technology

…or coexistence of both
technologies (“ambidexterty“)

Obsolescence
Maturity

failing
technology
alternative

Growth
Emergence

cumulative effort

Gartner Hype Cycle
Typical sequence of the assessment of new
technologies:
1. Technology Trigger
2. Peak of Inflated Expectations
3. Trough of Disillusionment
4. Slope of Enlightenment
5. Plateau of Productivity


Tools of Strategic Foresight – Future Radar and TIMELINES @ SPINNER
Future Radar

Market Trends /
Demand
Developments

t

Future / Emerging
Enabling
Technologies

TIMELINES at SPINNER:
 Reference to time axis: representation
not as a point in time, but expected
development phases as periods of time
 cluster topics
 establish and display relations between
topics (in order to recognize alternative
options and to find reasonable
combinations when selecting focus
topics)
besides:
 Reference to PMM
 Collection of information to each topic
 Selection of focus topics



Strategic Foresight @ SPINNER
TIMELINES: Representation of the Strategic Foresight
Transferability

Enalbing Technologies

Brief presentation (excerpt from
collected information material)

Identified topics from
Technology Foresight
(enabling technologies)

Business
field
topics

Crosssectional
topics

e2.0 forums for discussion & exchange

Market / Demand

Links to:

Focus topic developmt. of know-howTechnology development

EXEMPLARY
REPRESEN
TATION
-

Market Intelligence
(Foresight on future
demands)

Readiness for application

Representation over
time axis

evaluation

test

planning early adoption major adoption phaseout

TIMELINES: Representation of the Strategic Foresight
Transferability

Technology

Technology Foresight
(enabling technologies)

Readiness for application


Future enabling
Focus topic developmt. of know-howTechnology development technologies
Technology-Product
to meet demands for
Matrix (TPM):
technological renewal
Linking technology

EXEMEXEMPLAR
PLARY
Y
REPRESEN EXEMPLAR
Y
TATION
topics to product
portfolios

Market / Demand

Crosssectional
topics

Produktportfolios →

Business
field
topics

Innovation-PMM:
Mapping of
(technological)
innovation
demands on the
PMM

Market Intelligence
(Foresight on future
demands)

↑
Markets

REPRESENTATI
MarketsON
↓

REPRESENTATI
Product-Market
Alignment of
Matrix (PMM):
ON
identified
Representation
market

evaluation

test

Linking demand
developments
topics and market
and Corporate
developments to
Strategy
affected product
planning early adoption major adoption phaseout
portfolios


of the strategic
direction


Representation of Strategic Foresight | Proceeding with “enabling technologies“
Techn. Scanning

identify
topic

identify the
topic, add first
information and
desciptions, plac
e on time axis, add
potential relations
and links to other
topics
Align with
needs and
requirements, s.
o.

Techn. Scouting

gather
information
(proactively)
acquire information proactively
from all relevant
sources
(conferences, exper
ts, publica-tions
etc.), communicate
focus topics
internally to
stakeholders,
se
t up e2.0 forum

explore
transferability

explore potential
transferability to
given application
area, basic feasibility
and potential
advantages

Reduction of the number of focused topics


develop
know-how

study transferability
in usage
field, identify
application
potentials and carve
out unique
capabilities and
advantages, underst
and and address
impediments, which
need to be
overcome

technology
development
(ready for
application)
development of
technology
concepts / “building
blocks“ ready for
application in
products

application
in products

development of
products based on
the novel
technology or
“building block“

Gate
From each stage to the next
the topics are re-assessed /
evaluated, prioritized and
selected


Innovation Impulses from Strategic Foresight
Opportunity Matrix – according to Pero Mićić | FutureManagementGroup
 Purpose: Projection of future factors to possible fields of action, e.g. product life cycle phases (which a company can
act on) in order to discover innovation potentials → innovation impulses
 Future factors are driving forces of change
 Possible fields of action – product life cycle phases offer options for action towards the customer


Deinstallation

Disposal

uninstall, remove

disposal

adaption, updates, Adaption
upgrades

commissioning, be- Starting operation
ginning of operation
Usage, regular
operation
Operation
service and
maintenance
Maintenance

administration

Logistics
internal logistics

shipment

payment

Buying
buy a solution

selection

search for solution

analysis of needs

(general or concrete future factors related to the
business field)
Future factors / Trends from Strategic Foresight
Sustainability
Individualization
Acceleration – safe time for the customer
Pricing pressure – safe customers‘ financial resources
3D printer technology / additive manufacturing
Invisibility cloaking by means of metamaterials
...

need recognition

Definition

Possible fields of action: Product life cycle phases


Innovation Impulses from Strategic Foresight
CATO CUBE for Technology-Push Innovation Impulses

Feature 3
Feature 2
Feature 1

CAPABILITIES →

1. Determine the novelty of an emerging technology (non-judgementally): Which novel features and capabilities has the
new technology or the novel effect? → CAPABILITIES
2. Build a cube with the three axes:
C – CAPABILITIES (s.o.)
A – APPLICATIONS: Applications, e.g. products, for which the new technology / effect is to be used
T – TRENDS: Trends, general developments directions in the considered technological field
3. Create projections in all three planes in order to find novel "OPPORTUNITIES":
C-A: What happens when the novel feature X is used for application Y / is applied to (develop) product Y? What could
be useful or beneficial about it?
C-T: Can one of the novel features serve to meet a trend?
A-T: What trends are relevant for which applications?
4. What further investigations should be carried out to implement the found "Opportunities"?

APPLICATIONS →

Trend 3, e.g. increasing complexity
Trend 2, z.B. miniaturization
Trend 1, e.g. dematerialization



Innovationsanstöße aus „Strategic Foresight“
From consideration of single factors to a future scenario („picture of the future„)
Consideration of single future factors
to derive opportunities and innovation impulses

Consideration of
the expected future
as well as the
transformation into
the future state

Compose future factors to a (more holistic)
picture of the future
Interaction of future factors offers
additional opportunities
Solutions
Derive opportunities, search fields, and
innovation impulses from the picture of
the future
Potential needs

Search fields



3 – From Innovation Impulses to Concepts: Innovation Idea Evaluation System INES
Information
on emerging and

Future factors

Innovation
Ideas
Impulses,
Search Fields

Innovation
Idea
screen, select
Evaluation
System INES
Orientation?

Concept

Product

Commercialization

PDP
concrete
projectable

sequential
depending on
eureka moments and



efficiency oriented


Innovation Idea Evaluation System INES
INES: From Innovation Impulses and Ideas to Implementable Concepts
Requirements to the Innovation
Idea Evaluation System

Innovation Ideas
Search fields /
Innovation Impulses

 Innovation impulses / ideas are
to be developed and evaluated
stepwise
 thereby the strategic and
commercial value as well as
technological dimensions (and
an excitement factor) are to be
assessed
 resources are to be assigned only
to the most attractive ideas
 Adaptability to changing frame

conditions
 support time-staggered
additional findings and
augmenting ideas


INES as Advancement of a Stage-Gate Process
Stage-Gate Process according to R. Cooper

Idea Stage /
Ideation/
Discovery

Scoping /
Preliminary
Investigation

Gate 1:

Gate 2:

Strat.
alignment, prelimina
ry techni-cal &
market assessment, compet. diff.

Market attractiveness, profit potential, USP, technical
feasibility

Business
Case /
Detailed
Investigation

Gate 3:
Release for
development


Development

Testing &
Validation

Gate 4:

Gate 5:

Review of project
attractivity and
compliance with
specifications

Full
Production
& Market
Launch

Release for
commercialization
and production


Stage-Gate Process according to R. Cooper

Idea Stage /
Ideation/
Discovery

Scoping /
Preliminary
Investigation

Business
Case /
Detailed
Investigation

Development

Testing &
Validation

Full
Production
& Market
Launch

risk, uncertainty of the implementability
costs/efforts in resources for the further development

 Condideration of market assessments in parallel with technical feasibility
 Traceability and consistency of the proceeding: Prescribed, multifunctional, parallel activities in each stage of the
process
 Transparency, objectivity,
 Steerability of the process stages, designation of responsibitities,
 Controlling, performance measuring (KPIs), and continuous improvement of each process stage possible
 Systematic Go/Kill decisions at each gate avoid waste of resources on failing innovation projects




 Typically, many different ideas compete
for limited resources
 Collection of all ideas in the idea pool
 Instead of just stop unprofitable,
unattractive, failing innovation ideas at
the gates, all resources are to be
concentrated on the most attractive
ideas
 Rating + ranking instead of go / kill
decisions based on absolute criteria


Consequent Idea Screening
# Ideas

Idea Pool + Ranking instead of Go/Kill

suboptimal INM: in the early
stages waste of resources , later
no capacity for
implementation

good INM:
consequent
screening and
selection,
implementation of the
best ideas

Time
uncertainty

effort of resources


Idea Pool + Ranking instead of Go/Kill

Comparability despite different maturity levels

 Typically, many different ideas compete
for limited resources
 Collection of all ideas in the idea pool
 Instead of just stop unprofitable,
unattractive, failing innovation ideas at
the gates, all resources are to be
concentrated on the most attractive
ideas
 Rating + ranking instead of go / kill
decisions based on absolute criteria

 Typically, competing innovation ideas have very
different degrees of maturity (cf. Stage-Gate: Cross
comparison of ideas only at the same gate possible)
 Assessment according to a set of criteria
with expected value and uncertainty (best case /
worst case):

SPINNER‘s INES Process
 Registration of each innovation idea by an idea card
 Collection of all idea cards in the idea pool
 Determination of the most attractive idea in the pool
 Increasing its maturity by further development of the
idea regarding the criterion w/ the greatest uncertainty
 Sorting into the ranked list of ideas in the pool with reevaluated attractiveness (and increased maturity level)

 Weighting of the evaluation criteria
 Determination of the attractiveness from weighted
expected values and the degree of maturity from
weighted uncertainties
 Updating of the assessments / re-evaluation after
each development step


Idea Management: Steering and Prioritization under Fluctuating Conditions
SPINNER‘s Innovation Idea
Evaluation System INES

Innovation Idea
Evaluation System
Idea card – registration and evaluation of ideas

Pool of
Ideas

Idea 1

Idea 2

.
.
.
Idea N



Pool of
Ideas

Innovation Idea
Evaluation System

Contains the weighting
factors for each criterion,
strategic parameters,
commercial frame data etc.

Idea 1

Idea 2

.
.
.
Idea N

frame condition
parameters

Frame conditions contain inter alia the
PMM and iPMM for strategic idea
evaluation

EXEMPLAR
Y
REPRESEN
-TATION


Pool of
Ideas

Innovation Idea
Evaluation System

Contains the weighting
factors for each criterion,
strategic parameters,
commercial frame data etc.

frame condition
parameters

generates a ranked
list of the innovation
ideas

Ideas
Database

Idea 1

Procedure for changing conditions
Idea 2

.
.
.

 Registration of the changed conditions in the
appropriate file of frame condition parameters
 Generating a new sorted list of innovation ideas,
evaluated under the changed conditions → new
prioritization
 All innovation ideas always remain in the pool of
ideas! (Exception: the evaluation revealed a fundamental

Idea N

impossibility - but caution is required, as scientific and
technological progress can overcome seeming impossibilities!)

Structuring the “Fuzzy Front End of Innovation“
Summary
Information
on emerging and

from
Corporate
Strategy
to Innovation
Demands:

iPMM

Future factors

Innovation
Ideas

Impulses,
from Future Factors
to Innovation Impulses: Search Fields

Concept

from Impulses / Ideas
to the Best Concepts:

TIMELINES

INES

Product

Commercialization

PDP

screen, select
concrete
projectable
sequential
depending on
eureka moments and



efficiency oriented


Thank you for your attention!
HIGH FREQUENCY PERFORMANCE WORLDWIDE
Dr. Kai H. E. Numssen
Leiter Innovationsmanagement
Head of Innovation Management
SPINNER GmbH
Aiblinger Str. 30
83620 Westerham
Tel.:
Fax:
E-Mail:
Web:

+49 (8063) 971-3486
+49 (8063) 971-3149
kai.numssen@spinner-group.com
www.spinner-group.com

LinkedIn: http://de.linkedin.com/pub/kai-numssen/68/19a/835
Xing: www.xing.com/profile/Kai_Numssen

WWW.SPINNER-GROUP.COM

Structuring the "Fuzzy Front End of Innovation“ – From Strategic Foresight to Implementable Technology and Product Innovations - FEI EMEA 2014

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