Kalle Piirainen, Samuli Kortelainen, Kalle Elfvengren and Markku Tuominen
The purpose of this paper is to examine challenges in the front end of innovation (FEI) and to propose a scenario‐based approach to alleviate some of these problems, particularly…
Abstract
Purpose
The purpose of this paper is to examine challenges in the front end of innovation (FEI) and to propose a scenario‐based approach to alleviate some of these problems, particularly as regards uncertainty in opportunity recognition.
Design/methodology/approach
The paper answers the main research question through a literature review and a case study. The paper employs the design‐oriented approach to propose an artifact which solves the underlined problem, and validate the artifact through the case study.
Findings
According to the literature review, scenarios should offer a viable method for opportunity recognition. The case study supports the theoretical proposition, and suggests that scenarios can be used to alleviate the effect of uncertainty in the FEI.
Research limitations/implications
The empirical results are limited to the level of proof‐of‐concept. The scenario process as such was rated positively, which corresponds to the theory and previous similar experiments, but the benefits of the scenario approach have yet to be verified. Practical implications are a novel method for finding and assessing new business concepts.
Originality/value
The main contribution of this paper is the formed process artifact to alleviate the challenges in the FEI. The scenario approach can be used to probe the near future for business development purposes.
Details
Keywords
Lea Hannola, Samuli Kortelainen, Hannu Kärkkäinen and Markku Tuominen
The traditional front‐end‐of‐innovation (FEI) research and requirements engineering (RE) in software development have realized the opportunities for overall innovation process…
Abstract
Purpose
The traditional front‐end‐of‐innovation (FEI) research and requirements engineering (RE) in software development have realized the opportunities for overall innovation process improvements by focusing on improving the front‐end activities. The purpose of this paper is to investigate and compare the managerial perceptions on the similarities and differences in the FEI concepts between software industry and the traditional industrial sector.
Design/methodology/approach
The research approach of this paper can be categorized as a case study. Causal cognitive maps are used as graphic tools for collecting and analyzing the perceptions of selected experts about the concepts of FEI, and for recognizing the perceived interrelationships between these concepts.
Findings
The paper presents the similarities and differences in the FEI concepts between the two industries. The most similarly assessed concept is that the quality of a product or software development project can be most often influenced by successful execution of detailed customer needs analysis.
Research limitations/implications
The selection of a purely academic interview group representing the traditional industrial sector has some limitations.
Practical implications
This paper provides viewpoints to managers and project team members on the most important factors in their front‐end activities influencing the success of product or software development projects.
Originality/value
The intersection between FEI and RE and its handling by causal cognitive mapping is a novel territory in academic research. In addition, this paper opens up a new strand for academic discussion by connecting these two domains previously unconnected in literature.