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
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
Outline presentation
Challenge
Research gap
Proposed methodology
First exploration of legitimacy and validity in case study
Conclusion
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
Datum4
Outline presentation
Challenge
Research gap
Proposed methodology
First exploration of legitimacy and validity in case study
Conclusion
Research gap
Nu
mb
er
of
pa
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
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
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?
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
Datum9
Outline presentation
Challenge
Research gap
Proposed methodology
First exploration of legitimacy and validity in case study
Conclusion
Proposed methodology
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
Datum12
Outline presentation
Challenge
Research gap
Proposed methodology
First exploration of legitimacy and validity in case study
Conclusion
Format-Agnostic SCript-based INterAcTive Experience (FascinatE)
Step 1: Mapping the business ecosystem
Result: stakeholder map, scope and high level segmentation
Step 2: Creating service concepts
Result: longlist, boiled down to 5 generic service concepts
Step 3: map and analyze techno-economic design
What if..
Result: 6 x 3 = 18 techno economic design scenario’s: ‘real options’
Datum17
Outline presentation
Challenge
Research gap
Proposed methodology
First exploration of legitimacy and validity in case study
Conclusion
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?
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
Thank you