Innovation Funnel

The goal of any product or process development project is to integrate concepts from concept to reality by merging them into specific products that meet market needs in an economical and manufacturable way.

The entire development process creates an official development project that starts with a wide range of inputs, gradually improves and chooses, facilitates quick completion and implementation. This concept can be explained as a convergent funnel (above).

In its simplest form, the development funnel process considers the generation and filtering of alternative development options and provides a graphical structure for combining some of them into product concepts. A variety of product and process ideas will be included in the research channel, but only a small part will be part of a complete development project

The managed development funnel has three different tasks or assignments. The first is to extend the scope of the funnel. Organizations need to expand their knowledge base and information access to increase the idea of ​​new products and new processes. The second challenge is to reduce the funnel area. We need to narrow down the ideas I create and concentrate resources on the most attractive opportunities.

The goal is not only to apply resources that are limited to selected projects with the highest expected revenue but also to improve the company's strategic competence to carry out future projects while meeting the company's business goals It is to create a portfolio of. The third challenge is to ensure that the selected project achieves the objective goal when approving the project.

Model 1 (above) is common in large technology-intensive enterprises, which are primarily dependent on research and development teams to produce ideas on technology, products, and processes.

Encourage more ideas than applications and filter them in various stages in various ways

Model 2 (Top) is a common top-down model among small entrepreneurs that companies bet on individual projects. In the two figures, circle represents new product, shadow represents degree of development and determines the size of the project

Automobile manufacturer S. C. And Clark. K. B., 1992, Revolutionized Product Development, Free Press, New York

By finding out more general examination of common practices we have found a basic mistake in the operational model. As with sales leads, we collect ideas with innovation funnels, process ideas, and cancel priority executions. There is no connection between the idea of ​​submitting an idea and the motivation to execute an idea. Paying creative owners and assigning ideas to teams by top management can promote individualism. If the team creates ideas unnaturally, collaboration and execution durability will be reduced. Previously, I did not want to participate in the field of entrepreneurial spirit. However, from then, we found that motivating entrepreneurs to motivate project team formation and business concept design, and how to link projects to entrepreneurial ecosystems is a necessity to transform corporate culture into entrepreneurial spirit It was.

So, we came to the innovation funnel - a newbie to angel and devil management. All the points of the funnel are to screen ideas and get rid of it. However, not all channels work the same way. In any case, it is not a butcher's job. Carefully selected creative submissions, development experts, and evaluators are usually a good start. Tetra Pak, a provider of packaging and processing solutions in Sweden, encountered a major problem on the production line when the machine failed at some point in the cycle. In order to solve this problem and to redesign the product, it does not cause serious damage to the factory, it consists of engineers, designers, engineers, origami experts. They all have their own expertise and different ideas about how to solve the problem. Four days later, after talking about efficiency and novelty, the idea was sent to the prototype.