Innovation and Product Management

What Do We Learn from Good Practices of Biologically Inspired Design in Innovation?

“…The same holds true for BID once it is considered to be an innovation strategy [5,26] or part of the innovation process, in general, starting with idea generation and ending with commercialization. Figure 1 shows the three main phases of the innovation process [27], matched with the eight steps of the unified problem-driven process of biomimetics, as described by Fayemi et al [11]. This highlights that BID can be understood and performed like a general innovation or problem-solving process [28].…”

“…Various types of innovation can be distinguished, from routine innovation, incremental improvements, to disruptive or fundamental innovation [25,27]. Interestingly, BID can contribute to each type of innovation as it can inspire: Figure 1.…”

Crear: especular y subvertir

“…Una de las técnicas propuesta por Bob Eberle y conocida como SCAMPER (Figura 4) es una guía que promueve la aparición de nuevas perspectivas o soluciones a una situación determinada. Cada una de las letras representa una palabra o frase como guía para la formulación de preguntas que, en su resolución, conducen el pensamiento creativo a nuevas áreas o nuevos territorios (Gaubinger, Rabl, Swan, y Werani, 2015). La otra técnica, es conocida como Flor de Loto (Figura 5) y es la representación visual de las ideas, como un mapa mental, en el que el diseñador comienza con su problema principal en el centro sobre el que desarrollan 8 sub-problemas, y alrededor de estos se desarrollan 8 ideas más.…”

Internet-based consumer co-creation experience of the new product development process

“…Firms need to create specific environments for employees to interact with consumers, provide information infrastructure and resources (Ter-Engineering Management in Production and Services blanche, 2014). These capabilities and infrastructures that allow consumers to perform activities have to fulfil five basic requirements: provide user-friendly operation, offer module libraries, provide "trial and error" functionality, define a possible solution space and transfer user design (Gaubinger et al, 2015). Furthermore, these resources and infrastructures have to be built on the basis of three characteristics: "degrees of freedom" (the consumer's autonomy in the task), "degrees of collaboration" among consumers (the interaction between the firm and the consumer vs. communities) and the "stage of the innovation process" (front-end vs. back-end) (Piller et al, 2010).…”

“…Multiple reasons drive consumers to engage in open innovation projects ranging from purely intrinsic motives (such as fun, kinship, and altruism) and internalised extrinsic motives (e.g., learning, reputation, and own use) to purely extrinsic motives (such as payment and career prospects) (von Krogh et al, 2008). As a result, ten categories of motives were identified: intrinsic playful task, curiosity, self-efficacy, skill development, information seeking, recognition (visibility), community support, friendships, personal need (dissatisfaction), and compensation (monetary reward) (Gaubinger et al, 2015). This motive structure served as the basis for the distinction of four consumer types: reward-oriented, intrinsically interested, curiosity-driven and need-driven consumers (Fuller, 2010).…”