Decision-makers have many defined and widely accepted tools in place to manage projects and programs. However, can the same be said for the very early stages of projects? This research investigates what researchers are now referring to as the Fuzzy Front End of Innovation, which is defined as the territory leading up to organizational-level absorption and commercialization of the innovation process. Despite all of the actions in establishing new operational efficiencies and project management guidelines to improve New Product Development (NPD), a formalized model does not exist for the screening and filtering of the most exceptional opportunities. The ALAS Fuzzy Front End of Innovation Process Model is proposed to help manage the innovation process. This model is based on an in-depth literature review and respondent interview data. As a secondary topic this thesis will look to understand and propose the organizational structure required to support pre-phase Fuzzy Front End activities, governance and management’s role. This will not be a discussion on organizational types within development or engineering organizations (i.e.: matrix, product, platform organizational structures) but rather from the findings propose a structure that helps define who the key stake holders are in approving or rejecting development efforts. / text

Inovações sistêmicas são aquelas que requerem reajustes significativos em co-opetidores do ecossistema de inovação. A relevância de inovações sistêmicas tem crescido por diversos motivos, tais como o caráter sistêmico de inovações relacionadas ao desenvolvimento sustentável, o amadurecimento da sociedade em rede e a disseminação da inovação aberta. O fuzzy front end, ou seja, a etapa inicial e difusa do processo de inovação, tem sido explorado considerando-se principalmente relações díades empresa-consumidor. O objetivo desta dissertação é explorar como se diferencia o fuzzy front end em inovações sistêmicas, em ecossistemas de inovação complexos, que demandam a coordenação com diferentes entidades externas ao controle direto da empresa focal. Para tanto, a metodologia conta com três macroetapas: revisão sistemática da literatura de fuzzy front end e inovação sistêmica, estudo de caso piloto de caráter preliminar e estudos de caso exploratórios em empresas em diferentes posicionamentos do ecossistema de negócios de Redes Inteligentes (Smart Grid) com análises intra e inter casos. / Systemic innovations are those that require significant changes in co-opetitors within the innovation ecosystems in which they are inserted. The relevance of systemic innovations has grown due to several reasons, such as the systemic characteristic of sustainable development innovation projects, the higher maturity of the network society and the dissemination of open innovation practices. The fuzzy front end, the initial and diffuse phase of the innovation process, has been explored considering mainly dyadic relations between company and consumers. The goal of this dissertation is to explore how does the fuzzy front end differentiate in systemic innovations, in complex innovation ecosystems, considering the need for coordination with external entities outside the control of the focal company. Therefore, the methodology has three macro-steps: a systematic literature review of fuzzy front end and systemic innovation, a pilot case study and exploratory case study with intra and cross-case analysis in different positions in the Smart Grid business ecosystems.

Inovações sistêmicas são aquelas que requerem reajustes significativos em co-opetidores do ecossistema de inovação. A relevância de inovações sistêmicas tem crescido por diversos motivos, tais como o caráter sistêmico de inovações relacionadas ao desenvolvimento sustentável, o amadurecimento da sociedade em rede e a disseminação da inovação aberta. O fuzzy front end, ou seja, a etapa inicial e difusa do processo de inovação, tem sido explorado considerando-se principalmente relações díades empresa-consumidor. O objetivo desta dissertação é explorar como se diferencia o fuzzy front end em inovações sistêmicas, em ecossistemas de inovação complexos, que demandam a coordenação com diferentes entidades externas ao controle direto da empresa focal. Para tanto, a metodologia conta com três macroetapas: revisão sistemática da literatura de fuzzy front end e inovação sistêmica, estudo de caso piloto de caráter preliminar e estudos de caso exploratórios em empresas em diferentes posicionamentos do ecossistema de negócios de Redes Inteligentes (Smart Grid) com análises intra e inter casos. / Systemic innovations are those that require significant changes in co-opetitors within the innovation ecosystems in which they are inserted. The relevance of systemic innovations has grown due to several reasons, such as the systemic characteristic of sustainable development innovation projects, the higher maturity of the network society and the dissemination of open innovation practices. The fuzzy front end, the initial and diffuse phase of the innovation process, has been explored considering mainly dyadic relations between company and consumers. The goal of this dissertation is to explore how does the fuzzy front end differentiate in systemic innovations, in complex innovation ecosystems, considering the need for coordination with external entities outside the control of the focal company. Therefore, the methodology has three macro-steps: a systematic literature review of fuzzy front end and systemic innovation, a pilot case study and exploratory case study with intra and cross-case analysis in different positions in the Smart Grid business ecosystems.

The success of the new product development (NPD) process is vital for the survival of projects. Especially for small entrepreneurial projects that try to survive in a very competitive environment, affected by constant market and technical changes. Previous literature emphasize the importance of the generation of new ideas, to improve the product concept during the pre-development stage, but it did not pay a lot of attention to the sources of ideas. For this reason, this study aims to develop the knowledge concerning the sources of ideas of small entrepreneurial projects, during the fuzzy front-end (FFE). The literature review of this study presents the previous researches that relate to the sources of ideas, during the idea generation stage of the FFE. The structure of the existing model, integrating the sources of ideas, is based on three categories: environmental scanning, innovative organizational culture and joint research. An inductive study and a research, based on the analysis of one small high-tech entrepreneurial project, were conducted to cover the literature gap. This choice of methodology reflects the experimental purpose of this research. The empirical data are only primary data, collected by analyzing the diaries of the two entrepreneurs involved in the project. Our findings reveal that contact with lead user, entrepreneur experience, customer involvement, brainstorming sessions, competitor analysis, resource constraints and prototype conception represent the main sources of ideas of small entrepreneurial projects in the FFE. The practical purpose of this study is to offer some advices to entrepreneurs of small entrepreneurial projects for accessing to sources of ideas, during the idea generation stage of the FFE, and manage their impact on the development of the product concept. The theoretical implications contribute to the identification of new sources of ideas and a proposition of framework of their impact.

O presente trabalho tem como principal objetivo estudar a influência da consultoria em iniciativas de Fuzzy Front End (FFE). Para tanto, conceituam-se os principais constructos que sustentam a análise, quais sejam: FFE, Nebulosidade, Modelo de Gestão de FFE e Modelo de Tomada de Decisão. Com o intuito de entender melhor o fenômeno em questão, o FFE, avalia-se, através de revisão bibliográfica, quais sãos os principais elementos capacitadores em gestão de FFE para os processos de inovação de produtos em empresas. Nesse sentido, foi elaborado um modelo de gestão FFE, com base em modelo preexistente, aprimorado com modelos de tomada de decisão. Foram empregados a metodologia de Estudo de Caso e o método de Extended Case Method, aplicado a consultorias que executam iniciativas de FFE em empresas clientes. A questão de pesquisa a ser respondida foi: Qual a influência das consultorias em iniciativas de FFE de empresas clientes? Foi construído também um modelo de geração de ideia para entender a gênese do surgimento da ideia em iniciativas de FFE. Da mesma forma, foi realizado o mapeamento do FFE dentro da ciência da administração, mostrando que o FFE deve ser entendido como o motor de geração e seleção de ideias para quaisquer tipos de mudança, e, para isso, recorreu-se à Teoria da Decisão, a fim de fazer a integração do FFE com os demais temas de ciências. Como resultado, este trabalho traz uma visão do FFE, verificando a aplicabilidade prática dos elementos capacitadores levantados na revisão da literatura; um modelo de gestão da dinâmica de interação e geração de competência entre consultorias e empresas clientes; bem como o reconhecimento do valor gerado pelas consultorias em iniciativas de FFE. / The main objective of this work is to study the influence of consulting on Fuzzy Front End initiatives (FFE). For this, the main constructs that support the analysis are: FFE, Fuzziness, FFE Management Model, Decision Making Model and Consulting. In order to better understand the phenomenon in question, the FFE, it is evaluated, through a bibliographic review, which are the main enablers in FFE management for the processes of product innovation in companies. In this sense, an FFE management model was elaborated, based on a preexisting model, improved with decision-making models. We used the Case Study methodology and the Extended Case Method, applied to consultancies that execute FFE initiatives in client companies. The research question is: What is the influence of consulting companies in FFE of client\'s enterprises? A model of idea generation was also designed to understand the genesis of the idea\'s emergence in FFE initiatives. In the same way, the mapping of the FFE within the science of administration was carried out, showing that the FFE should be understood as the engine of generation and selection of ideas for any type of change, and for this, we used Decision Theory, In order to integrate the FFE with other science subjects. As a result, this work brings a complete view of the FFE, verifying the practical applicability of the enablers in the literature; A management model of interaction dynamics and competence generation between consultancies and client companies; as well as the recognition of the value generated by consultancies in FFE initiatives.

Product-service systems (PSS), defined as a system of products, services, infrastructure, and networks that aims to satisfy customer needs, support business innovation and has the potential to lead to improved environmental performance. The adoption of PSS requires modifications in the business model of companies or even the creation of new ones. The decision to modify or create business models occurs in the fuzzy front-end through the development of proposals. In this sense, the creation of PSS proposals might assist the adoption of PSS business models in enterprises. However, companies still need support to adopt PSS business models due to three main reasons. First, most of the studies about PSS business models mention its importance but do not explore which content should compose such models. Second, PSS business models are explored considering a partial view of business model dimensions. Finally, there is a lack of methods and tools that support the adoption of PSS business models in the fuzzy front-end. Thereby, the aim of this study is to develop a method, named Configurator of PSS Proposals, to cope with these challenges and assist the creation of PSS proposals for current or new business models. By means of systematic literature review, consulting with experts and an explorative case study, the method was developed. It is composed by eight steps and each step addresses a business model dimension, e.g. value proposition. The steps encompass a range of tasks that must be performed in order to create a PSS proposal. To support carrying out the tasks, a help element is available. This help contains additional information to support the utilization of the method, such as: examples of companies that adopted PSS and hints of practices, methods and tools. To evaluate the method, it was applied through a case study in the context of a research project. The aim was to create a PSS proposal for a bicycle concept and verify whether the method reach its purpose, i.e. is able to support the creation of a PSS proposal. Final considerations include contributions and limitations of this study. An example of contribution of the method is provision of a shared knowledge about PSS between different areas of expertise. As limitation, the lack of application of the method in a real case is highlighted. Additionally, future research is addressed based mainly on the insights gathered in the second case study, e.g. the inclusion of new tasks and relations between them. / Sistema produto-serviço (SPS), definido como um sistema de produtos e serviços, infraestrutura e networks e que visa aumentar a satisfação de clientes, auxilia na inovação nos negócios e tem o potencial de levar à melhoria de desempenho ambiental. A adoção de SPS requer a criação ou modificação dos modelos de negócios das empresas. A decisão de criar ou modificar um modelo de negócio ocorre no fuzzy front-end por meio da criação de propostas. Desta forma, acredita-se que criação de propostas para SPS auxilia na adoção de modelos de negócio para SPS. No entanto, empresas requerem auxilio na adoção de modelos de negócio para PSS devido a três principais motivos. Primeiro, a maioria dos estudos sobre modelos de negócio para SPS mencionam sua importância, porém não exploram o conteúdo que deve compor esses modelos. Segundo, pesquisas sobre modelos de negócio para SPS levam em consideração uma visão parcial das dimensões de modelos de negócio. Finalmente, é constatada a carência de métodos e ferramentas que auxiliem na adoção de modelos de negócio para PSS no fuzzy front-end. O objetivo desse trabalho é desenvolver um método, denominado Configurador de Propostas de SPS, que guie empresas na criação de propostas de SPS para negócios novos e existentes. Por meio de revisão sistemática de literatura, consulta com especialistas e um estudo de caso exploratório, o método foi desenvolvido. Ele é composto por oito passos e cada passo aborda uma dimensão do modelo de negócios, como por exemplo, proposição de valor. Ainda, cada passo engloba várias tarefas que devem ser executadas para que a proposta de SPS seja criada. Como suporte para realizar as tarefas, um elemento ajuda foi criado. Este elemento inclui exemplos de empresas que adotaram SPS e dicas de práticas, métodos e ferramentas. Com objetivo de avaliar o método, uma aplicação no contexto de um projeto de pesquisa foi realizada, por meio de um estudo de caso. O objetivo dessa aplicação foi criar uma proposta de SPS para um conceito de uma bicicleta e verificar se o método alcança seu propósito, que é ajudar na criação de propostas de SPS. Considerações finais incluem contribuições e limitações do estudo. Um exemplo de contribuição do método é o fornecimento de um conhecimento compartilhado sobre PSS entre diferentes áreas de conhecimento. A falta de aplicação do método em um caso real é uma das limitações deste trabalho. Adicionalmente, pesquisas futuras são sugeridas, como por exemplo, a inclusão de novas tarefas no método e novas relações entre elas, conforme sugerido pelos participantes do segundo estudo de caso.

Product-service systems (PSS), defined as a system of products, services, infrastructure, and networks that aims to satisfy customer needs, support business innovation and has the potential to lead to improved environmental performance. The adoption of PSS requires modifications in the business model of companies or even the creation of new ones. The decision to modify or create business models occurs in the fuzzy front-end through the development of proposals. In this sense, the creation of PSS proposals might assist the adoption of PSS business models in enterprises. However, companies still need support to adopt PSS business models due to three main reasons. First, most of the studies about PSS business models mention its importance but do not explore which content should compose such models. Second, PSS business models are explored considering a partial view of business model dimensions. Finally, there is a lack of methods and tools that support the adoption of PSS business models in the fuzzy front-end. Thereby, the aim of this study is to develop a method, named Configurator of PSS Proposals, to cope with these challenges and assist the creation of PSS proposals for current or new business models. By means of systematic literature review, consulting with experts and an explorative case study, the method was developed. It is composed by eight steps and each step addresses a business model dimension, e.g. value proposition. The steps encompass a range of tasks that must be performed in order to create a PSS proposal. To support carrying out the tasks, a help element is available. This help contains additional information to support the utilization of the method, such as: examples of companies that adopted PSS and hints of practices, methods and tools. To evaluate the method, it was applied through a case study in the context of a research project. The aim was to create a PSS proposal for a bicycle concept and verify whether the method reach its purpose, i.e. is able to support the creation of a PSS proposal. Final considerations include contributions and limitations of this study. An example of contribution of the method is provision of a shared knowledge about PSS between different areas of expertise. As limitation, the lack of application of the method in a real case is highlighted. Additionally, future research is addressed based mainly on the insights gathered in the second case study, e.g. the inclusion of new tasks and relations between them. / Sistema produto-serviço (SPS), definido como um sistema de produtos e serviços, infraestrutura e networks e que visa aumentar a satisfação de clientes, auxilia na inovação nos negócios e tem o potencial de levar à melhoria de desempenho ambiental. A adoção de SPS requer a criação ou modificação dos modelos de negócios das empresas. A decisão de criar ou modificar um modelo de negócio ocorre no fuzzy front-end por meio da criação de propostas. Desta forma, acredita-se que criação de propostas para SPS auxilia na adoção de modelos de negócio para SPS. No entanto, empresas requerem auxilio na adoção de modelos de negócio para PSS devido a três principais motivos. Primeiro, a maioria dos estudos sobre modelos de negócio para SPS mencionam sua importância, porém não exploram o conteúdo que deve compor esses modelos. Segundo, pesquisas sobre modelos de negócio para SPS levam em consideração uma visão parcial das dimensões de modelos de negócio. Finalmente, é constatada a carência de métodos e ferramentas que auxiliem na adoção de modelos de negócio para PSS no fuzzy front-end. O objetivo desse trabalho é desenvolver um método, denominado Configurador de Propostas de SPS, que guie empresas na criação de propostas de SPS para negócios novos e existentes. Por meio de revisão sistemática de literatura, consulta com especialistas e um estudo de caso exploratório, o método foi desenvolvido. Ele é composto por oito passos e cada passo aborda uma dimensão do modelo de negócios, como por exemplo, proposição de valor. Ainda, cada passo engloba várias tarefas que devem ser executadas para que a proposta de SPS seja criada. Como suporte para realizar as tarefas, um elemento ajuda foi criado. Este elemento inclui exemplos de empresas que adotaram SPS e dicas de práticas, métodos e ferramentas. Com objetivo de avaliar o método, uma aplicação no contexto de um projeto de pesquisa foi realizada, por meio de um estudo de caso. O objetivo dessa aplicação foi criar uma proposta de SPS para um conceito de uma bicicleta e verificar se o método alcança seu propósito, que é ajudar na criação de propostas de SPS. Considerações finais incluem contribuições e limitações do estudo. Um exemplo de contribuição do método é o fornecimento de um conhecimento compartilhado sobre PSS entre diferentes áreas de conhecimento. A falta de aplicação do método em um caso real é uma das limitações deste trabalho. Adicionalmente, pesquisas futuras são sugeridas, como por exemplo, a inclusão de novas tarefas no método e novas relações entre elas, conforme sugerido pelos participantes do segundo estudo de caso.

O presente trabalho tem como principal objetivo estudar a influência da consultoria em iniciativas de Fuzzy Front End (FFE). Para tanto, conceituam-se os principais constructos que sustentam a análise, quais sejam: FFE, Nebulosidade, Modelo de Gestão de FFE e Modelo de Tomada de Decisão. Com o intuito de entender melhor o fenômeno em questão, o FFE, avalia-se, através de revisão bibliográfica, quais sãos os principais elementos capacitadores em gestão de FFE para os processos de inovação de produtos em empresas. Nesse sentido, foi elaborado um modelo de gestão FFE, com base em modelo preexistente, aprimorado com modelos de tomada de decisão. Foram empregados a metodologia de Estudo de Caso e o método de Extended Case Method, aplicado a consultorias que executam iniciativas de FFE em empresas clientes. A questão de pesquisa a ser respondida foi: Qual a influência das consultorias em iniciativas de FFE de empresas clientes? Foi construído também um modelo de geração de ideia para entender a gênese do surgimento da ideia em iniciativas de FFE. Da mesma forma, foi realizado o mapeamento do FFE dentro da ciência da administração, mostrando que o FFE deve ser entendido como o motor de geração e seleção de ideias para quaisquer tipos de mudança, e, para isso, recorreu-se à Teoria da Decisão, a fim de fazer a integração do FFE com os demais temas de ciências. Como resultado, este trabalho traz uma visão do FFE, verificando a aplicabilidade prática dos elementos capacitadores levantados na revisão da literatura; um modelo de gestão da dinâmica de interação e geração de competência entre consultorias e empresas clientes; bem como o reconhecimento do valor gerado pelas consultorias em iniciativas de FFE. / The main objective of this work is to study the influence of consulting on Fuzzy Front End initiatives (FFE). For this, the main constructs that support the analysis are: FFE, Fuzziness, FFE Management Model, Decision Making Model and Consulting. In order to better understand the phenomenon in question, the FFE, it is evaluated, through a bibliographic review, which are the main enablers in FFE management for the processes of product innovation in companies. In this sense, an FFE management model was elaborated, based on a preexisting model, improved with decision-making models. We used the Case Study methodology and the Extended Case Method, applied to consultancies that execute FFE initiatives in client companies. The research question is: What is the influence of consulting companies in FFE of client\'s enterprises? A model of idea generation was also designed to understand the genesis of the idea\'s emergence in FFE initiatives. In the same way, the mapping of the FFE within the science of administration was carried out, showing that the FFE should be understood as the engine of generation and selection of ideas for any type of change, and for this, we used Decision Theory, In order to integrate the FFE with other science subjects. As a result, this work brings a complete view of the FFE, verifying the practical applicability of the enablers in the literature; A management model of interaction dynamics and competence generation between consultancies and client companies; as well as the recognition of the value generated by consultancies in FFE initiatives.

Pour survivre sur le long terme, les entreprises dépendent des innovations discontinues. Ce type d’innovation est nourri dès le début du processus d’innovation (fuzzy front-end) par la créativité collective des employés répartis sur les entités internationales de l’entreprise. Le management se voit confronté à un défi important : comment faire innover des employés qui ne sont pas physiquement localisés au même endroit ? La présente recherche propose un levier novateur pour substituer l’espace physique entre les collaborateurs lors du fuzzy front-end. Le ProxIS-Télescope est une solution compacte pour les entreprises afin de rapprocher leurs salariés dans l’optique de générer des combinaisons inattendues de leurs connaissances. De plus, cette recherche montre que le véritable défi des entreprises n’est pas seulement l’extension internationale au niveau du fuzzy front-end, mais également le management d’une équipe croissante en termes de masse salariale. L’extension dynamique du ProxIS-modèle permet de l’adapter à tout type d’entreprise en fonction du nombre de personnes ainsi que du degré d’internationalisation de l’entreprise. / To assure their long term survival, organizations depend on discontinuous innovations. This type of innovation is nurtured by collective creativity between employees of an organization’s subsidiaries starting from the early phase of the innovation process (fuzzy front-end). Management faces an important challenge here: how to innovate if employees are not physically located at the same place? This research proposes an innovative approach to compensate geographic space at the fuzzy front-end. The resulting ProxIS-Telescope represents a compact solution for organizations in order to enhance the collaboration between employees independently of their location and to create unexpected combinations of knowledge. Furthermore, this research reveals that a crucial challenge for companies is not only the international expansion during the fuzzy front-end, but also the management of a growing workforce. The dynamic extension of the ProxIS-model proposes thus appropriate solutions for each organizational type depending on the number of actors and the international dimension during the fuzzy front-end.

Cette recherche se place dans le domaine de l’ingénierie industrielle, plus exactement aux premières étapes du processus d´innovation (Fuzzy Front-End). Aujourd´hui dans un monde globalisé, où la technologie est à la portée de tous, les entreprises cherchent de nouvelles techniques permettant de se distinguer de la concurrence, et offrent de nouveaux et meilleurs produits ou services ; une manière de conserver leurs avantages comparatifs ou d’en acquérir de nouveaux, pour des clients toujours plus exigeants, et dont les besoins changent constamment. Partant de ce constat, l’innovation se définit comme un processus long et continu, au sein duquel s’utilisent différents modèles. Du fait de la complexité du processus, il n’existe pas de modèle unique réunissant tous les besoins des clients. C’est pourquoi le processus d’innovation, implique différents acteurs de l’entreprise et de son environnement. Ces acteurs, dont l’importance varie, sont souvent d’origines diverses et possèdent des compétences variées. Ils ont des besoins différents, et sont soumis à des contraintes de travail différentes (ressources technologiques et financières, réglementations, etc...). Il paraît ainsi essentiel pour l’entreprise de créer un modèle unique, capable d’identifier les besoins de toutes les parties prenantes, avant d’entamer le processus de développement de nouveaux produits. C’est pour l’entreprise une manière de renforcer le processus d’innovation, et de réduire le taux d´échec lors du lancement de nouveaux produits. Ainsi l’objectif de cette étude est de proposer une nouvelle méthode d’analyse des impacts de l’innovation (A.I), afin de permettre aux entreprises d’identifier les besoins dynamiques des acteurs. Celles-ci pourront ainsi mieux définir leurs nouveaux produits et s’adapter plus facilement aux évolutions du marché. Cet outil fait partie d´une méthodologie de gestion des projets innovants, et doit être utilisé avant la définition des caractéristiques fonctionnelles du nouveau produit. Ceci nous ramène aux premières phases du développement, avant la conception du produit, qui comprennent toutes les étapes depuis la définition des besoins et opportunités pour l´innovation, jusqu’à la prise de décision pour le développement du nouveau produit, appelée Fuzzy Front-End. L’apport théorique de notre travail : Il n´existe pas de définition des impacts de l’innovation (I_n), nous avons donc fait un travail bibliographique sur le concept d’impact. Celui-ci a permis d’explorer les différentes définitions d´impact au sein de différentes disciplines (ingénierie, écologie, psychologie, etc.). Nous avons proposé de cette manière, notre propre définition de l’impact adaptée au contexte de l´innovation. Cette recherche bibliographique, nous a aussi permis d’identifier les différents types d´impacts et de justifier l´utilisation de différentes méthodologies. La contribution méthodologique : l’approche proposée pour l´analyse des impacts de l´innovation (A.I) se décompose en deux étapes. La première vise à modéliser l’« écosystème d´innovation », sur la base des relations, de l´importance et des besoins individuels de chacun des acteurs face au nouveau produit. Ceci grâce à une Analyse des Besoins Dynamiques (A.B.D), qui permettra d´obtenir les besoins agrégés permettant de représenter le système complet, sans considérer les possibles perturbations du milieu extérieur ou les impacts de la même innovation. Pour bien identifier et décrire les besoins des acteurs, nous avons basé la méthodologie sur l´observation de leurs activités. Ainsi, nous avons pu identifier les différents besoins des acteurs de l´innovation sur la base de l’analyse RAR (Ressources, Activités, Résultat), ensuite nous avons classifié les besoins grâce au modèle de KANO et ses améliorations réalisées par Tontini. Une méthode originale d’agrégation des besoins de tous les acteurs est proposée.[...] / This research belongs to the industrial engineering field, focusing on the first stages of the innovation process (Fuzzy Front-End). In a globalized world, where the technology is near to everyone, enterprises are looking for new technologies to be different from their competitors, offering new and better products / services as a strategy to keep or acquire new competitive advantages. Moreover, innovation is a large and continuous process, where different management models are used. But, because of the complexity of the process, no general model is suitable for situations and projects. Thus, the innovation process involves different stakeholders from the company and its environment. These individuals come from different origins (field of knowledge), have different needs, abilities, importance and work under different restrictions (technological or financial resources, work rules, etc.). Consequently, it is essential for the enterprise to identify all the needs of the parts involved in the products. And, a model is required in order to identify the stakeholder’s needs before starting design tasks. This model aims at more robustness in the new product development process and at the reduction of the failure rate when launching new products. Thus, the objective of this PhD thesis is to propose a new method to analyze the impact of the innovation, allowing companies to identify the dynamic actors' needs, to improve the definition of their new products and to adapt to the possible changes of the market. This tool is part of an innovative projects management methodology, used before the elaboration of the functional specifications of a new product. This locates the research in the first stages of development called Fuzzy Front-End: before the genesis of the product. Fuzzy front ends integrate among others the opportunity / needs identification for innovation to the development of the new product decision taking. The proposed approach for the innovation impact analysis (A.I) consists of two stages: the first one intends to model an innovation ecosystem, integrating the relations, the importance of each stakeholder and their individual necessities in regard to the new product. Through a Dynamic Needs Analysis (A.B.D) it will be possible to get the global needs, which represent the whole system, without considering the disturbances of the environment or the impact of the same innovation. Thus, the second stage of the model, through the generation of innovation impact scenarios (S.I.I), evaluates the impact of the innovation the new product may face at its market launching. Due to a new product emergence changes emerge: actors’ performance, their interrelations, the importance and their own needs about the product [...]