It pays to spend time and resources prior to development to engage in Front-End of Innovation activities which can generate a steady stream of successful new products.

1. The various practices of front-end innovation and theireffectiveness Dave Caissy, eng. M.Eng., NPDP, PMPdcaissy@zba.ca

2. Study on the performance of various FEI practices Dr. Robert Cooper and Dr. Scott Edgett, March 2008

5. High: 7 Popular and effective 6.5 6 Rated effectiveness (0 to 10) 5.5 5 4.5 Not too popular and rated ineffective Low: 4 5% 10% 40% 0% 35% 20% 25% 30% 15% Percent extensively using

8. Other practices

10. External product design

11. External scientific committee

13. External ideas contestLow: 4 5% 10% 40% 0% 35% 20% 25% 30% 15% Percent extensively used

17. Patent mining5 4.5 Low: 4 5% 10% 40% 0% 35% 20% 25% 30% 15% Percent extensively used

21. Client advicsory committee

22. Community of enthusiastsRated effectiveness (0 to 10) 5.5 5 4.5 Low: 4 5% 10% 40% 0% 35% 20% 25% 30% 15% Percent extensively used

26. Peripheral Vision

27. Client advicsory committee

28. Community of enthusiasts

30. Internal idea capture

32. External product design

33. External scientific committee

35. External ideas contest

36. Other practices

37. Voice of customerLow: 4 5% 10% 40% 0% 35% 20% 25% 30% 15% Percent extensively used

39. The various practices of front-end innovation and theireffectiveness Dave Caissy, ing. M.Ing., NPDP, PMPdcaissy@zba.ca July 19th, 2011

40. Presentation Plan Contextualization Inventory of the practices Evaluation of the practices Take action

41. Presentation Plan Contextualization Inventory of the practices Evaluation of the practices Take action

43. A filtration process PDP Front-End Innovation

46. Presentation Plan Contextualization Inventory of the practices Evaluation of the practices Take action

47. 1-5 6-10 11-15 How many FEI practices canyouname? 16+

49. Exercise Name three (3) FEI practices thatyou use

50. A few Front-End Innovation practices for identifying opportunities and generating ideas Internal idea submission process (Gate 1) External idea submission process Inventor Licensor Customer visits North American trade shows European and worldwide trade shows Explore related products (peripheral vision) Develop a new bank of ideas Apply a divergence- and convergence-based creative process Brainstorming (standard, idea link, idea banks) Idea generation performance metrics HR profile mix Ethnography Lead users Innovation culture fostering innovation (i.e. 3M) Get customers involved early on in the development process Technology push (disruptive technologies) Shift position in the company Merger and acquisition Suppliers Patent mining Market intelligence Internal & external team of experts Maximize the sales force Private and public research laboratory Customer satisfaction survey Customer advisory board Identify gaps in the product offering Trend analysis Technology roadmap Prospective market analysis Secondary market research Market study Overall product portfolio mapping Jack Welch’s “Destroy your Business” exercise Identify latent needs External idea contest Focus groups Blue Ocean Strategy Open innovation Technology Stage-gate Et encore plus…

51. Presentation Plan Contextualization Inventory of the practices Evaluation of the practices Take action

52. Study on the performance of various FEI practices Dr. Robert Cooper and Dr. Scott Edgett, March 2008

55. High: 7 Popular and effective 6.5 6 Rated effectiveness (0 to 10) 5.5 5 4.5 Not too popular and rated ineffective Low: 4 5% 10% 40% 0% 35% 20% 25% 30% 15% Percent extensively using

58. Other practices

60. Another company’s market A new market Licensing, Spin-off Internal technology Our current market New corporative entity External technology External technology Open innovation

62. Often, targetsdifferent objectives: brand/company promotion, workforce training, etc.

63. Very time-consumingExternalideascontest

65. Waste of time if the company opens up to anything and everything (i.e., without focus)

66. Need to qualify the source of the ideaIdeasubmissionfrom the outside

68. OK, if it’s a long-termpartnership

69. Venmarhas been usingthis practice for manyyearsExternalproduct design

71. Fast and low-risk

72. CostlyStart-up acquisition

74. Also, possible to integrateresearchers in yourcurrent practices

75. Premier Tech has been usingthis practice for yearsExternalscientificcommittee

77. Objective: turnitinto a « pull » practice

78. A multifunctional practicePartners and suppliers

80. External product design

81. External scientific committee

83. External ideas contestLow: 4 5% 10% 40% 0% 35% 20% 25% 30% 15% Percent extensively used

86. Warning: patents tell you about the past!Patent mining

88. Have reasonable expectationsInternalidea capture

90. Ex.: KodakDisruptive innovation

92. Ex.: Mattel vs BratzPeripheral vision

95. Patent mining5 4.5 Low: 4 5% 10% 40% 0% 35% 20% 25% 30% 15% Percent extensively used

97. You need to find the trueenthusiastsCommunity of enthusiasts

99. Paid

100. Marcelle Group: New cosmeticstesting Customer advisorycommittee

102. Usually, a greatexperience (if they are not competitors)

103. Can bedonethroughnetworkingplatformsBrainstorming with clients

105. Accelerateslaunch

106. Look out for issues regarding the intellectualproperty and exclusivityCustomer contribution to the product’s design

108. New functionalities and increase in performance

109. Ex.: Lumecand architectsLeadUsers

111. Think about using Web toolsFocus groups

113. No sales rep

114. Ex.: Novatechand its « road shows »Client-visit team

116. Observation withoutintervention

117. Reality TV

118. UnexpressedcustomerneedsEthnography

122. Client advicsory committee

123. Community of enthusiastsRated effectiveness (0 to 10) 5.5 5 4.5 Low: 4 5% 10% 40% 0% 35% 20% 25% 30% 15% Percent extensively used

127. Peripheral Vision

128. Client advicsory committee

129. Community of enthusiasts

131. Internal idea capture

133. External product design

134. External scientific committee

136. External ideas contest

137. Other practices

138. Voice of customerLow: 4 5% 10% 40% 0% 35% 20% 25% 30% 15% Percent extensively used

139. Presentation Plan Contextualization Inventory of the practices Evaluation of the practices Take action

140. Yes and it’s a powerful tool Yes, but it’s not a powerful tool No Have youeverused SurveyMonkey? Don’t know/not applicable

142. Presentation Plan Contextualization Inventory of the practices Evaluation of the practices Take action

143. Practicaladvice FEI practices must first be optimized, and then diversified... Start with your current practices Improve their performance (optimize) Then, add new practices (diversify) Caution: This should not be the sole responsibility of the marketing department!

144. Front-end innovation practices atiBuild

145. Front-end innovation activities

146. Rated Effectiveness

147. Popularity