Discontinuous Innovation and the New Product Development Process

Discontinuous Innovation and the New Product Development Process Although many new‐products professionals may harbor hopes of developing “the next big thing” in their respective industries, most product development efforts focus on incremental innovations. Accordingly, most research on the new‐product development (NPD) process focuses on the development of evolutionary products. For new‐products professionals seeking insights into the means for achieving breakthrough innovations, a fundamental question remains unanswered: Does the NPD process for discontinuous products differ from the process for incremental, or continuous, products? To provide a better understanding of managerial practices associated with discontinuous innovation, Robert Veryzer presents findings from an in‐depth study of eight discontinuous product development projects. The study explores the key factors that affect the discontinuous NPD process, as well as the methods that the firms in this study use for assessing the radically new products they have in development. From the findings in this study, he develops a descriptive model of the discontinuous product development process, and he offers insights into the requirements for effective management of discontinuous innovation projects. Although half the firms in the study use a formal process for evaluating radically innovative products, the participants in the study generally do not employ a formal, highly structured process for managing discontinuous NPD efforts. However, these firms do follow a consistent, logical process in the development of radical innovations, and their process differs significantly from incremental NPD processes. The processes used by the firms in this study are more exploratory and less customer driven than the typical, incremental NPD process. The impetus for all the projects in this study comes from the convergence of developing technologies, various contextual or environmental factors (for example, government regulations), and a product champion or visionary. Starting from these drivers, the discontinuous NPD process focuses on formulating a product application for the emerging technologies. In all cases, these firms developed prototypes at an earlier stage than the typical, incremental NPD process. To aid in the formulation of a new product application from emerging technologies, prototype construction in these discontinuous NPD projects precedes opportunity analysis, assessment of market attractiveness, market research, and financial analysis. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Journal of Product Innovation Management Wiley

Discontinuous Innovation and the New Product Development Process

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Publisher
Wiley
Copyright
© 1998 Elsevier Science Inc.
ISSN
0737-6782
eISSN
1540-5885
D.O.I.
10.1111/1540-5885.1540304
Publisher site
See Article on Publisher Site

Abstract

Although many new‐products professionals may harbor hopes of developing “the next big thing” in their respective industries, most product development efforts focus on incremental innovations. Accordingly, most research on the new‐product development (NPD) process focuses on the development of evolutionary products. For new‐products professionals seeking insights into the means for achieving breakthrough innovations, a fundamental question remains unanswered: Does the NPD process for discontinuous products differ from the process for incremental, or continuous, products? To provide a better understanding of managerial practices associated with discontinuous innovation, Robert Veryzer presents findings from an in‐depth study of eight discontinuous product development projects. The study explores the key factors that affect the discontinuous NPD process, as well as the methods that the firms in this study use for assessing the radically new products they have in development. From the findings in this study, he develops a descriptive model of the discontinuous product development process, and he offers insights into the requirements for effective management of discontinuous innovation projects. Although half the firms in the study use a formal process for evaluating radically innovative products, the participants in the study generally do not employ a formal, highly structured process for managing discontinuous NPD efforts. However, these firms do follow a consistent, logical process in the development of radical innovations, and their process differs significantly from incremental NPD processes. The processes used by the firms in this study are more exploratory and less customer driven than the typical, incremental NPD process. The impetus for all the projects in this study comes from the convergence of developing technologies, various contextual or environmental factors (for example, government regulations), and a product champion or visionary. Starting from these drivers, the discontinuous NPD process focuses on formulating a product application for the emerging technologies. In all cases, these firms developed prototypes at an earlier stage than the typical, incremental NPD process. To aid in the formulation of a new product application from emerging technologies, prototype construction in these discontinuous NPD projects precedes opportunity analysis, assessment of market attractiveness, market research, and financial analysis.

Journal

The Journal of Product Innovation ManagementWiley

Published: Jul 1, 1998

References

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