O planejamento da inovação antecede o desenvolvimento das tecnologias e dos produtos. O processo de decisão realizado no planejamento da inovação é o responsável por avaliar e selecionar os produtos que serão desenvolvidos. Como esse processo depende das informações das propostas de produto, sua execução é dificultada quando elas referem-se a produtos inovadores. Nesse contexto, este trabalho propõe um método de análise do processo de decisão do planejamento da inovação, que considera o nível de conhecimento das informações das propostas de produtos e a importância dos critérios de decisão. Como parte do projeto de pesquisa, também foi desenvolvido um modelo do planejamento da inovação. Esse descreve o planejamento da inovação como um subprocesso integrador e interrelacionado com os outros subprocessos da inovação e também mostra seus principais elementos constituintes. Na primeira etapa do trabalho foram realizados dois estudos de casos exploratórios com o intuito de complementar o esclarecimento do planejamento da inovação e formatação do modelo. Os resultados foram usados na segunda etapa, na qual o método de análise foi proposto e foram executados mais dois estudos de caso, agora com o objetivo de testar o método. Nesses dois estudos foram analisados os processos de decisão de dois produtos inovadores por meio de uma abordagem retrospectiva. Por fim, o método foi avaliado como capaz para analisar o processo de decisão de produtos inovadores, identificando oportunidades e apoiando a definição de diretrizes para melhorar a tomada de decisão. / The front-end of innovation precedes technology and product development. The decision-making process performed at the front-end is assigned to assess and select products that will be introduced to development. Since this process depends on information of product proposals, its performance is affected when innovative products are involved. Within this context, this study proposes a method to analyse the decision-making process of the front-end of innovation. It addresses the level of information knowledge and the importance of decision criteria as a way to analyse decisions. This study has also developed a model for the front-end of innovation, which describes the front-end integrating and interrelated with the other parts of the innovation process as well as shows its core elements. At the first phase of this study two exploratory case studies were developed aiming to complement the understanding about the front-end and to support the definition of the model. Results of this phase were used at the second phase, in which the method to analyse the decision-making process is proposed and other two case studies are conducted, with the purpose of testing the method. These two studies analysed the decision-making process regarding innovative products through a retrospective approach. Finally, the method was assessed as capable of analysing the decision-making process of innovative products, identifying opportunities and supporting the definition of guidelines to enhance decision making.

The first phase of new product development (NPD) is today commonly referred to as the Front End (FE) of NPD. The phase has received a decent amount of attention during the recent years, nevertheless insufficient considering its ability to influence a project’s outcome. The phase begins when an idea is born, and ends when a formal meeting decides whether to invest in the idea or not. The investment then leads the project to enter a formal phase. During the FE, a large number of issues occur, which are believed to be the result of deficient processing of information. If the issues are not managed correctly, the NPD procedure will not be efficient. When information is being processed into knowledge, sometimes an uncertain, equivocal, or complex situation arises, which leads to delays, additional costs, and wasted efforts. These information processing problems (IPPs) need to be managed by firms in order to reduce their negative repercussions. Depending on a firm’s perception of the novelty towards a product, the project is considered to be either radical or incremental. Depending on that novelty, it is theorized that the IPPs will have different dispersions, and pose differently significant challenges to the project. The aim of this study is therefore to investigate the differences of the significance and dispersion of the IPPs, during the FE, when comparing radical and incremental NPD projects. For this purpose, a case study approach was deemed appropriate. In order to collect data concerning the IPPs, seven case studies were conducted. The data was collected through semi-structured interviews, with respondents that possess' an extensive experience from working with NPD within Swedish firms. The data analysis from the seven interviews proved that indeed there is a difference in how the IPPs vary, dependent on whether the project is of a radical or incremental nature. All the IPPs showed higher levels of significance in the FE in radical projects, than in incremental ones. Uncertainty proved to be the IPP that differed the most and therefore possessed the greatest significance difference. This means that differentiated approaches in radical respective incremental projects are needed in order to reduce uncertainty. Equivocality represented the IPP with the least difference in significance, meaning that the FE in radical and incremental projects require rather similar design in how to prevent equivocal problems. By understanding the differences in dispersion and significance, one can create differentiated management approaches during the FE, that fit the level of novelty of the product at hand. For some products, preventive actions must be taken to a larger degree compared to others. By doing so, the lead time of the FE can be shortened as less problems will arise, creating a faster and smoother process. The resources saved could be spent on improving activities, instead of being wasted on repairing unnecessary problems. The study contributes to the research field of NPD by adding newknowledge, aiding the collective effort of increasing firm’s proficiency in how to manage the FE.

New product development (NPD), represent a valuable source for companies’ futuresustainability and development. Previous literature underline the importance of managing theearly period of NPD, since this can increase the performance and consequently reduce theproducts time to market. Organizational politics is present during the whole innovation process,but especially in the front end where there is uncertainty or dissent about choices. For thisreason, contributing a developed understanding of organizational politics within the front end ofinnovation (FEI), is the aim of this study.The theoretical framework of this study combines prior theories that relate to the organizationalpolitics. The structure of it is based on two elements referring to the individual- and theorganizational elements. Organizational elements can further be particularised to structural- andstrategical elements.A qualitative study and a research design with six interviews, where conducted in six innovativefirms of all size. This choice of methodology reflects the explorative purpose of this research.The empirical data are only primary data, collected during the interviews with Research andDevelopment (R&D) managers and R&D subordinates.The analysis of empirical findings revealed relevant conclusions, which can bring value to theresearch area, and also to the practice. Our findings show that diverse sources of organizationalpolitics can be identified in the front end of innovation. Organizational politics both on theindividual and organizational level are identified. Further its we find that informal and formalpower is distributed both in the organizational level and the individual level.The study’s practical relevance consists in the advices and implications to decision makers ofinnovative companies and managers within R&D. By identifying and increasing knowledge inthe field of organizational politics in the front end of innovation, organizations can make frontend activities more efficient and therefore obtain competitive advantages. The theoreticalimplications reflect the organizational politics in the area of the FEI.

Design Thinking (designtänkande) är ett kundfokuserat förhållningssätt som används för att stödja innovation. Sedan starten har designtänkandet utvecklats från ett rättframt sätt att lösa tekniska designproblem till en komplex paraplykonstruktion för innovation och förhållningssättet har genom åren blivit ett allmänt accepterat och målinriktat tillvägagångssätt för effektiv produktutveckling. Flera av de praktiska användningsfallen som finns tillgängliga om designtänkande i forskning hänvisar till ett enskilt fall för att lösa specifika problem eller dess tillämpning i business-tocustomer företag. Syftet med detta examensarbete var att kritiskt undersöka hur designtänkande kunde implementeras i ett business-to-business (B2B)-företag med välutvecklade produktutvecklingsprocesser för att balansera kundfokus med produkt strategi. För att förstå effekterna av designtänkande i sådana företag undersöktes hinder som förhindrar designtänkandets implementering och möjligheterna med att införa det med hjälp av en fallstudie på Mycronic AB-kontoret i Täby, Sverige. Materialet i studien samlades in genom interna och externa kvalitativa intervjuer. Resultaten från intervjuerna användes för att föreslå ett ramverk och ett pilotprogram för att stödja Mycronic att införa principer för designtänkande i sin befintliga PDP. Målet med ramverket är att skapa förutsättningar för ett B2B-företag att anpassa sin produktutvecklingsprocess till designprinciper för att bättre förstå slutkundernas explicita och outtalade behov och behoven hos interna intressenter samt för att öka förmågan att identifiera rätt initiativ i ett tidigt skede av ett projekt. / Design Thinking (DT) is a customer centric approach for managing innovation. Since its inception, design thinking has evolved from a straight forward approach to solve engineering design problems into a complex umbrella construct for innovation and has over the years been widely accepted as a goal-oriented approach for effective product development. Several of the practical use cases available in the existing design thinking discourse refer to oneoff case for solving specific problems or its application in a business-to-customer set-up. Thepurpose of this master thesis was to critically examine how design thinking could be implementedin a business to business (B2B) company with well-developed product development processes(PDP) to balance customer centricity with product strategy. To understand the impact of design thinking in such companies, barriers preventing design thinking's implementation and the opportunities enabling its implementation were explored using a single case study approach at Mycronic AB office at Täby, Sweden. The material for the case study was gathered through internal and external qualitative interviews. The results from these interviews were used to propose a framework and pilot programs that would facilitate Mycronic to introduce design thinking principles to its existing product development process. The goal of the framework is to empowera business-to-business company with well-developed product development processes to adapt design thinking principles so as to increase their understanding of end customers' spoken and unspoken needs, recognize the needs of internal stakeholders, and improve their ability to secure the right initiatives in the early phase of a project.

Globalization, time to market, and customer responsiveness present continuous challenges for achieving market innovation across cultures. A cross-cultural and networked business environment has created increased demand for knowledge-sharing within the multinational corporation (MNC). The inability of geographically distributed team members to effectively share and communicate ideas and solutions can result in a lack of product innovation, delayed product introductions, and reduced sales and market opportunities. This requires managers to leverage cross-cultural team knowledge in order to improve the design and delivery of innovative customer solutions worldwide. This dissertation thus intends to examine and identify organizational mechanisms that facilitate cross-cultural collaboration and knowledge-sharing for geographically distributed teams responsible for the front end of innovation.The resource-based and knowledge-based views of the firm inform this dissertation where integrated cognitive and social practices serve an important role for innovation. Through qualitative research, I will examine organizational mechanisms that influence interactions between the project leader and the geographically distributed team during global product launches, from product concept to market introduction. Since there is a lack of empirical research conducted with organizations on cross-cultural collaboration and global innovation, there is a significant opportunity to advance research within innovation management while assisting organizations in the development of knowledge-sharing capabilities that serve as competitive advantage in conceiving and introducing new products to international markets.The purpose of this dissertation research is to investigate and demonstrate how MNCs can facilitate the cross-cultural collaboration process in order to effectively conceive and execute innovation strategies for new products. The research intends to develop a framework and model for cross-cultural team collaboration in exploring and responding to the following research question: How can MNCs optimize cross-cultural team collaboration in order to strengthen the planning and execution of global innovation strategies? This research responds to organizational needs for sharing knowledge amongst cross-cultural teams in order to accelerate responsiveness to international market opportunities.

La mondialisation, l’introduction d’un produit sur le marché, l’adaptation au consommateur représentent des défis permanents pour réussir l’innovation sur le marché à travers les cultures. Un environnement commercial interculturel et interconnecté a créé une demande croissante pour le partage des connaissances dans les entreprises multinationales (EMN). L’incapacité des membres d’une équipe dispersés géographiquement à partager et communiquer efficacement les idées et solutions peut entraîner un manque d’innovation des produits, un retard dans leur introduction, et réduire les ventes et opportunités de marchés. Cela nécessite de la part des dirigeants d’optimiser les connaissances interculturelles de l’équipe afin d’améliorer le design et la livraison de solutions innovantes pour les clients à l’échelle mondiale. Par conséquent cette thèse cherche à examiner et identifier les mécanismes organisationnels qui favorisent la collaboration interculturelle et le partage de connaissances au sein d’équipes dispersées géographiquement, dans l’élaboration d’un processus d’innovation (du front end of innovation). Cette thèse se base sur l’approche par les ressources et par les connaissances de la firme, où les pratiques cognitives et sociales intégrées jouent un rôle important pour l’innovation. A travers une recherche qualitative j’examinerai les mécanismes organisationnels qui influencent les interactions entre le responsable de projet et l’équipe interculturelle durant les lancements globaux de produit, de la conception du produit jusqu’à sa mise sur le marché. Dans la mesure où il y a peu de recherche empirique sur la collaboration interculturelle et l’innovation globale, c’est une opportunité considérable de contribuer à la recherche en management de l’innovation, et d’aider des organisations à développer leurs capacités de partage de connaissances, véritable avantage concurrentiel dans la conception et l’introduction de nouveaux produits sur les marchés internationaux. L’objectif de cette thèse et d’étudier et démontrer comment les EMN peuvent faciliter le processus de collaboration interculturelle afin de concevoir et de mettre en oeuvre efficacement des stratégies d’innovation pour de nouveaux produits. Cette recherche vise à développer un cadre et un modèle théorique pour la collaboration des équipes interculturelles en répondant à la question suivante : Comment les EMN optimisent la collaboration des équipes interculturelles afin d’améliorer le planning et la mise en oeuvre de stratégie globale d’innovation ? Ceci répond aux besoins des organisations de partager les connaissances du marché local entre les équipes interculturelles afin d’accélérer la réactivité aux opportunités du marché à l’international. / Globalization, time to market, and customer responsiveness present continuous challenges for achieving market innovation across cultures. A cross-cultural and networked business environment has created increased demand for knowledge-sharing within the multinational corporation (MNC). The inability of geographically distributed team members to effectively share and communicate ideas and solutions can result in a lack of product innovation, delayed product introductions, and reduced sales and market opportunities. This requires managers to leverage cross-cultural team knowledge in order to improve the design and delivery of innovative customer solutions worldwide. This dissertation thus intends to examine and identify organizational mechanisms that facilitate cross-cultural collaboration and knowledge-sharing for geographically distributed teams responsible for the front end of innovation.The resource-based and knowledge-based views of the firm inform this dissertation where integrated cognitive and social practices serve an important role for innovation. Through qualitative research, I will examine organizational mechanisms that influence interactions between the project leader and the geographically distributed team during global product launches, from product concept to market introduction. Since there is a lack of empirical research conducted with organizations on cross-cultural collaboration and global innovation, there is a significant opportunity to advance research within innovation management while assisting organizations in the development of knowledge-sharing capabilities that serve as competitive advantage in conceiving and introducing new products to international markets.The purpose of this dissertation research is to investigate and demonstrate how MNCs can facilitate the cross-cultural collaboration process in order to effectively conceive and execute innovation strategies for new products. The research intends to develop a framework and model for cross-cultural team collaboration in exploring and responding to the following research question: How can MNCs optimize cross-cultural team collaboration in order to strengthen the planning and execution of global innovation strategies? This research responds to organizational needs for sharing knowledge amongst cross-cultural teams in order to accelerate responsiveness to international market opportunities.

This master thesis is a case study, in the experience industry, of prototypes in the early stage of the innovation process – the front end of innovation. The innovation is augmented reality (AR) that adds digital made graphics or information in the user's environment. To answer the research questions and to fulfill the purpose of this thesis, which is to gain an understanding of the role of a prototype in an innovation process, a prototype was created. The designing tools used for developing the prototype were brainstorming and storyboarding. The prototype presents a concept of using AR-glasses at an ice hockey venue. A workshop was carried out for evaluating the finished prototype, using the "thinking hats"-method. The conclusion of this study is that a prototype can be used as a starting point for further creativity by creating a common perspective of a technology at the front end of innovation. Further on, it was discovered that a prototype can be good to use earlier in their innovation process, to accelerate the process. In the process of designing the prototype, it was shown that the creation is iterative, rather than linear.