the fuzzy front end of innovation and the business model canvas
DESCRIPTION
Graduation Thesis: International business and Management: Innovation and leadership @ IBMS Top of Holland. Result:8.9. How can Lean Startup methodology be introduced towards structuring the fuzzy front end of New Product Development in an Agile software development environment, specifically Goyello?TRANSCRIPT
Iterative development in a time of plan driven
management
Lukasz Wojtusiak Innovation
Ambassador
Case study: Goyello
Prepared for: Thesis defense committee Leeuwarden
28th of August 2014
Today’s Agenda
Introduction to the topic: Challenges in managing innovation
5.
4.
3.
2.
1.
Background of the problem: New Product development
Background of the solution: Lean Startup and Business Model Generation
Case study & Experiment: Agile software development innovation
Insights and results: Outcomes, Conclusions, Recommendations and Impact
Introduction to the topic: Challenges in managing innovation
1.
d.
c.
b.
a.Corporate innovation in a world of complexity and uncertainty
Startups do it differently
Looking at startups for the solution
Innovation as currently seen viable within the industry
a.Corporations and innovation in a world of complexity and uncertainty1.
No more business model exclusivity
Speed of technological advancements
Globalization
b.
1. Barriers within organizations
Knowledge driven
Cost driven
Plan driven
c.
1. Startups do it differently
Validation driven
Incremental development
Iterative development
d.1. Looking at startups for the solution
Lean Startup Methodology
New Product Development
???
Design Science Research
How to research the unknown?
Background of the problem: New Product development1.
d.
c.
b.
a.
New product development redefined
The different phases of new product development
Stakeholders of new product development
The inputs and outputs of new product development
2.
a.1.2. The inputs and outputs of new product development
b. The different phases of new product development1.1.2.
c. The stakeholders of new product development 1.1.2.
d.1. New product development redefined 1.1.2.
Background of the solution: Lean Startup and Business Model Generation
3.
d.
c.
b.
a. The Lean Startup Methodology
Value proposition design
Integrated model of NPD
Business model generation
a.3. The Lean Startup Methodology
b. Business model generation1.3.
c. Value proposition design 1.3.
d.1. Integrated model of NPD1.3.
Case study & Experiment: Agile software development innovation
1.
d.
c.
b.
a.
The measurements
Agile and Scrum
The experiment
Goyello and Green field projects
4.
100 Employee5 locations
Clientele Worldwide
Involved in greenfield projects using the
following technology:
a.1.4. Goyello and Green field projects
Goyello today
a.1.4. Goyello and Green field projects
WebmerceE-commerce solution for
SME
‘Project Silver’Commissioned
project to be the Airbnb of
…
FantunerSocial media
marketing tool based on
interactions
Concept stage Prototype stage Realization stage
b. Agile & Scrum1.1.4.
b. Agile & Scrum1.1.4.
c. The experiment1.1.4.
The goal of the experiment “understand and conceptualize
around technological opportunities, customer preferences, and
market positioning.”
Duration: 90 minutes Introduction (5 minutes): Explain the mindset and tools.
Step 1 (20 minutes) Identify the vision, technology, and customers. Step 2: (20 minutes) Understanding the customer needs and potential solutions.Step 3: (20 minutes) Conceptualize busines models around the needs and solutions.Step 4: (20 minutes) Ideate new potential business models.
d.1. The measurements1.1.2.
The workshop
2. Goals of NPD
3. Phase of NPD
4. Goal of BMG
5. Function of ASD
6. Desirabili
ty
7. Usability
1. Quality
8. Performan
ce
GeneralQualityCheck
3 stakeholdersMeasured:StrategicMarketingProduct
2 questionsper topic
Insights and results: Outcomes, Conclusions, Recommendations and Impact
5.
d.
c.
b.
a. Results of experiment
Recommendations & Impact
Further research
Conclusions
a.5. Results of experiment
2. Goals of NPD
3. Phase of NPD
4. Goal of BMG
5. Function of ASD
1. Quality
• Very high rating of facilitator and workshop• High results especially towards Strategic value
• Average results, High towards Strategic value
• Average results, many of the shortcoming are derived from this point• High on marketing, average on strategy, low on Product
a.5. Results of experiment
6. Desirabilit
y
8. Performan
ce
7. Usability
Shortcomings
• Workshop with clients: High• Learn more: Very High
• Starting project: High• Current project: High
• Communication: Very high• Creativity: High
• Lack of Time• Lack of previous knowledge• Examples• Lack of validation
b. Conclusions1.5.
• The Fuzzy front end of NPD
• Lean Startups relevance towards NPD
• Agile software development relevance to
LSM and NPD
• Added value of LSM to the Fuzzy front end
• Added value of LSM to Agile software
development
• The format of introduction
• Introducing LSM in a Agile environment
c. Recommendations & Impact1.5.
People
CultureMethodolo
gy
StructureResources
d.1. Further research1.5.
• Refinement of tools for concept phase
• Further indepth research into the specifics of the Agile
environment
• A exploration of the prototype phase within NPD
• Further exploration of the specific stakeholder values of NPD
• Further exploration of the specific inputs and outputs of NPD
• The role of “Lean NPD” within Product lifecycle management
Thank you !
Questions?
Please check out the report for more in-
depth information of the research, conclusions
and recommendati
on.