Innovation by Design – the project ideation process
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EIT Health is supported by the European Institute of Innovation and Technology (EIT), a body of the European Union. Innovation by Design (IbD) projects are collaborative projects focused on addressing societal needs and breaking down innovation barriers. IbD projects have a maximum budget of 2 million euros over 24 months and must involve at least two Co-Location Centers. The document outlines a process for thematizing potential IbD project areas through partner engagement and concept ideation to identify key areas of strength and align project activities. Several potential thematic areas are suggested, focused on topics like early intervention, workplace health, home care, and integrated care for chronic diseases.
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Project managers historically have difficulty participating during the innovation phase or Fuzzy Front-End of new products. Incomplete requirements, non-secured budgets, and unrealistic timelines are normal challenges the Project Manager must face once new product development begins. By becoming involved before the project starts, many of these issues can be minimized. In order to become engaged, the Project Manager must seek to understand the dynamics of the Fuzzy Front-End and then insert their value to the normal dominant functions of business and technology.
Zeit kann man nicht managen.
Viele Seminare und Bücher versprechen, mit den entsprechenden Tools könne man Zeit sparen, etwas nachholen, die Zeit in den Griff kreigen ...
Warum das nicht geht, erläutere ich in diesem Vortrag, von dem hier einige Folien gezeigt werden.
2008: Fuzzy Front End of New Product Development
The document discusses the "fuzzy front end" of problem solving and innovation. It provides 3 steps to "defuzzify" the front end: (1) define the boundaries of the problem space, (2) identify potential problems to solve within those boundaries, and (3) determine which problems are worth solving. It also discusses levels of innovation from incremental to revolutionary, and using tools like experience lifecycles, value curves, and boundary assumptions to help define the problem space and focus on high-value problems.
Fuzzy Front End Presentation For Hfi Contextual Innovation Team
The document discusses the "fuzzy front end" of innovation and new product development. It describes how companies can identify "lead users" who face needs before the mainstream market and are well-positioned to provide insights into future needs and solutions. Lead users can be identified by tracking trends, screening user databases, or networking to find other innovative users. Their needs and concepts can then be developed into product ideas through workshops or surveys and tested with the broader market. Engaging lead users helps companies better understand emerging needs and opportunities for innovative new products and services.
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The document summarizes research findings from a study on reading habits and preferences. It interviewed 6 avid readers, 3 who prefer print books and 3 who use Kindle e-readers. The study found that reading is a broader experience than just looking at words, and encompasses social and sensory aspects. It also found that while e-readers provide access, print books are richer experiences that support sharing, identity expression, and memories.
Front End Innovation - Peter Koen
The document discusses the front end of innovation and provides a common framework to understand and manage it. It introduces the New Concept Development (NCD) model, which defines the key elements of the front end as opportunity identification, idea generation and enrichment, and idea selection. The model aims to provide clarity, common terminology, and optimize the "fuzzy front end" activities that occur before structured new product development begins. The document also briefly defines opportunities and ideas as the most important elements of the front end that the NCD model addresses.
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COMPUTER- UND AUDIO-SPRACHKURSE für Kinder und Erwachsene.
Auf den Erkenntnissen der modernen Gehirnforschung basierend, bietet die Birkenbihl-Methode die Möglichkeit, eine Fremdsprache sowohl effektiver als auch mit mehr Freude zu lernen. Vokabeln pauken ist dabei verboten!
Structuring the "Fuzzy Front End of Innovation“ – From Strategic Foresight to...
Structuring the "Fuzzy Front End of Innovation“ –
From Strategic Foresight to Implementable Technology and Product Innovations
Front End of Innovation EMEA, Feb. 4th, 2014 - Munich (FEI EMEA 2014)
Abstract:
In order to meet the increasing pressure to innovate driven by accelerated change in technologies and markets and by intensifying global competition, leading-edge companies need a systematic Strategic Foresight, by which emerging threats as well as future opportunities and potentials are anticipated at an early stage. Besides, an innovation management must be able to transform the detected needs and opportunities to innovate into implementable concepts for technology and product innovations, which includes the ability to handle the fuzzy input in the innovation process.
SPINNER, a worldwide leading company in passive radiofrequency technology, has developed a consistent proceeding, which bridges the gap from fuzzy future factors and strategic requirements to technology and product innovations. The presentation shows how SPINNER’s innovation management spots and evaluates future market demands as well as emerging enabling technologies, how innovation impulses are derived, and how innovation ideas are generated. It also addresses the involved methods and tools and explains how SPINNER’s Innovation Idea Evaluation System INES paves the way from fuzzy ideas to implementable concepts, prioritizing the most valuable ideas and allowing for dynamic steering under fluctuating conditions.
Speaker:
Dr. Kai Numssen – Head of Innovation Management, SPINNER GmbH, Munich / Westerham, Germany
Tesco operations and supply chain
Tesco has grown to become the largest supermarket chain in the UK through innovations in supply chain management. The company adopted lean principles from Toyota to reduce waste and implement just-in-time inventory practices. This included point-of-sale scanning, centralized ordering and distribution, and automated warehouse control. While Tesco has achieved supply chain efficiencies through these methods, international expansion presents challenges in adapting practices to diverse global markets and suppliers.
Idea Generation Techniques
Ideas have been the driving force of humanity. From a simple circular wheel carved from rock back in the stone ages to the first airplanes and telephones, innovative ideas have sparked off revolutionary changes in society. Now in this competitive world, ideas have become more important to us than actions. Companies have begun asking designers to generate solutions that meet the needs and desires of the consumer.
As such, there was a need to streamline and increase the efficiency of producing and sharing ideas within teams. This gave birth to several idea generation techniques, which allowed everyone to play a part in the creative process, a role allotted strictly to designers and engineers for the last few years.
Idea generation techniques meant anyone could participate in creating new ideas. It allowed people to share and build up on existing solutions, to foresee future problems, and essentially, to think big in terms of design. It brought different specializations together to create a more diverse think-tank that can tackle problems from several perspectives.
This report is divided into three parts.
First, we shall look into several idea generation techniques, both popular ones and the uncommon ones, question their uses and value by providing examples of products developed using the specific techniques.
Second, we discuss whether idea generation methods and techniques are important in coming up with new ideas? Are they the driving factor in generating ideas?
Lastly, we conclude with our personal view on idea generation techniques, along with stating which methods, if any, would we prefer to use.
Towards the end we aim to achieve a better understand of the creative thinking process as a whole and how to effectively solve all issues, design or otherwise.
Physics project class 12 EMI
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In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
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Innovation by Design – the project ideation process
- 1. t EIT Health is supported by the EIT, a body of the European Union Innovation Projects: Innovation by Design for BP17 2016-02-25
- 2. 2 Innovation by Design (IbD) “Innovation by design projects” are modelled on well-defined societal needs of European citizens and/or healthcare systems in Europe • Collaborative projects that are “needs-driven” and start from a recognised market need or societal problem • InnoLife has designed this project type to enable corporate and public non-academic partners to quickly initiate and execute projects which aim at developing products and services hindered by specific innovation barriers • The criteria for innovation by design projects include contribution to breaking these barriers, their speed of implementation and their short-term impact(s). • These projects will be driven by a non-academic Core Partner (maximum 1 project per year as a lead)
- 3. 3 Major Updates Innovation by Design • Changes: • Maximum 2M Euro EIT KAVA per project • Funding for maximum of 24 months • 750 K maximum in first year, 1.25 M in second • Thematic area(s) selected in thematisation / ideation process • Stays the same: • At least 2 CLCs involved • Led by non-academic core partner
- 4. 4 Why Thematicise? • Bring structure to portfolio • Identify key areas of strengths and align project activities • Conceptualise around potential themes • Bring new partners together • Not specific project details • Different approaches to the same challenge • Use open questions as starting points
- 5. 5 Step 1: Initial Suggestions - Potential Thematic Areas determined by MB - Ca. 20 formulated as questions - E.g. ‘what kind of innovations can we develop that will reduce needs for hospital visits of osteoporosis patients by 20% by 2025?’ Step 2: Partner Engagement - Development and refinement of potential TAs - Concept ideation around TAs identified January MB meeting March 8th Step 3: SB Presentation - Potential TAs and initial project concepts presented to SB SB Approval - TAs for BP 2017 SB Check Early-mid March Repeat - Additional TAs identified for BP 2018 Autumn 2016 Innovation by Design – Thematisation and Concept Process
- 6. 6 Early Intervention / Prevention / Altering Disease Course Trajectories • What assistive technologies and smart home approaches can be developed to improve self-monitoring and prevent comorbidities in the populations with (or at risk of) chronic diseases? • What early lifestyle, preventive and diagnostic solutions can EIT develop to reduce disease risks by 20-50%, reduce mortality by 10% andimprove the healthy living of citizens?
- 7. 7 Workplace Intervention & Occupational Health • What can EIT Health do to develop tools and services for employee health and wellbeing which can be used to drive a paradigm shift in the provision of occupational health services? • What workplace health promotion programs can we develop and implement to improve the quality of life of workers and reduce workplace absenteeism by 10%?
- 8. 8 Home Care & Care Home • What consumer products and assistive technologies can EIT Health develop that serve both employees and residents of care homes? • What alternative in-home and personalized care settings solutions can EIT Health provide that move healthcare delivery away from hospital/clinic settings and reduce the cost to Healthcare systems by 20%?
- 9. 9 Integrated Care for Chronic Disease • What E-health solutions can EIT Health develop to support integrated care of chronic diseases (eg. in Cardiology and Oncology or with patients suffering from Diabetes)? • How can EIT Health support health institutions to analyze existing databases to support the development and validation of integrated care concepts? • What technologies can EIT Health develop in order to improve medical decisions and therapy selection in order to reduce healthcare costs by 20%?
- 10. 10 Meeting with Partners March 8th
- 11. 11 Important Dates • March 8th • Ideation meeting, Leuven • 2 representatives from each Core partner • 1 representative from each Associate partner • April 14th / 15th • Matchmaking event for IbD projects • Warsaw, Poland
- 12. eit.europa.eu EIT Health is supported by the EIT, a body of the European Union