SlideShare a Scribd company logo
Business Modelling in the  Fuzzy Front End of Innovation Exploring an approach Sander Limonard* 1  , Frank Berkers 1 , Omar Niamut 1 , Thomas Bachet 1 , Mark de Reuver 2 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 author 1  TNO Applied Research, Delft, the Netherlands 2  Technical University of Delft, the Netherlands
Outline presentation ,[object Object],[object Object],[object Object],[object Object],[object Object]
The challenge*  time Flexibility in design choices Articulation of user/business requirements low high * Adapted from Collingridge (1980) and Christensen (2002) Fuzzy Front End
Datum Outline presentation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Research gap Number of partner organisations 1 5 15 Runtime of collaboration in years 4 2 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/business 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 ,[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Requirements for a business modelling methodology in the fuzzy front-end
Datum Outline presentation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Proposed methodology
Proposed methodology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Datum Outline presentation ,[object Object],[object Object],[object Object],[object Object],[object Object]
Format-Agnostic SCript-based INterAcTive Experience  (FascinatE)
Step 1: Mapping the business ecosystem ,[object Object]
Step 2: Creating service concepts ,[object Object]
Step 3: map and analyze techno-economic design ,[object Object],[object Object]
Datum Outline presentation ,[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Did we meet the requirements?
Conclusion, limitations and future research ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Thank you ,[object Object]

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Business modelling in the fuzzy front end of innovation camera ready 29june11

  • 1. Business Modelling in the Fuzzy Front End of Innovation Exploring an approach Sander Limonard* 1 , Frank Berkers 1 , Omar Niamut 1 , Thomas Bachet 1 , Mark de Reuver 2 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 author 1 TNO Applied Research, Delft, the Netherlands 2 Technical University of Delft, the Netherlands
  • 2.
  • 3. The challenge* time Flexibility in design choices Articulation of user/business requirements low high * Adapted from Collingridge (1980) and Christensen (2002) Fuzzy Front End
  • 4.
  • 5. Research gap Number of partner organisations 1 5 15 Runtime of collaboration in years 4 2 Lack of concepts and methodology to coordinate and align strategies and make collaborative business decisions
  • 6. Research gap in adressing the challenge time Flexibility in design choices Articulation of user/business 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
  • 7.
  • 8.
  • 9.
  • 11.
  • 12.
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.