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Front-End Innovation at AlliedSignal and Alcoa

1999; Taylor & Francis; Volume: 42; Issue: 6 Linguagem: Inglês

10.1080/08956308.1999.11671313

1930-0166

Gregory R. Smith, W. C. Herbein, Robert C. Morris,

Technology Assessment and Management

OVERVIEW:Heightened expectations for growth from internal technology suggest a requirement to improve the productivity of the "fuzzy front-end" of the innovation process. Its description as an organizational process should mesh with that of product development, as characterized by "stage-gate" concurrent engineering. With this in mind, a "Front-End Innovation Process" (FEIP) was established, first at AlliedSignal and later at Alcoa. Both processes were designed to meet business objectives and be able to drive "game-changing," technology-based, breakthrough opportunities. Both were based on a "fast-failure" model, derived from lean manufacturing thinking. Based on the experience at Alcoa and AlliedSignal, it is concluded that the integration of customer needs, future market directions, and technology evolution, with a formal idea generation process like FEIP, is achievable and increasingly necessary.