CROSSROADS—Identifying Viable “Need–Solution Pairs”: Problem Solving Without Problem Formulation

Problem-solving research and formal problem-solving practice begin with the assumption that a problem has been identified or formulated for solving. The problem-solving process then involves a search for a satisfactory or optimal solution to that problem. In contrast, we propose that, in informal problem solving, a need and a solution are often discovered together and tested for viability as a “need–solution pair.” For example, one may serendipitously discover a new solution and assess it to be worth adopting although the “problem” it would address had not previously been in mind as an object of search or even awareness. In such a case, problem identification and formulation, if done at all, come only after the discovery of the need–solution pair. We propose the identification of need–solution pairs as an approach to problem solving in which problem formulation is not required. We argue that discovery of viable need–solution pairs without problem formulation may have advantages over problem-initiated problem-solving methods under some conditions. First, it removes the often considerable costs associated with problem formulation. Second, it eliminates the constraints on possible solutions that any problem formulation will inevitably apply

Towards a prioritization of needs to support decision making in organizational change processes

A focus on needs and the ability to generate knowledge about needs is highly valuable for organizations because it extends the range of possible solutions and therefore enables them to create more innovative and sustainable products and services. Our paper will explore how a framework based on an abductive reasoning process for the creation and discovery of knowledge about needs in organizations can look like and what the main steps of such a framework are, in order to integrate this approach into the model of the knowledge-based firm. Moreover we will present empirical findings from a project with Austrian companies where this framework has been used

Need-Solution Pairing and the Role of Emerging Technology in a Public Sector Innovation Process

New emerging digital technologies are evolving at an unprecedented pace. These advancements create increasing expectations for public sector organizations. However, we do not yet know much about the processes of these organizations when approaching emerging technologies. Such early innovation processes are critical to be able to reap the benefits of emerging technology. In this paper we have conducted a case study of a Nordic government agency to explore how a potentially paradigm-changing idea, involving blockchain, evolves through an innovation process. We investigate how an agency approach paradigm-changing ideas in relation to emerging technology using the concept of need-solution pairing. Our contribution shows 1) how search focus shifts over time - focus can be more about the solution, the need or the (need-solution) pairing and, 2) how conceptualization of technology plays an important role in the proceeding innovation process. The findings increase our understanding of innovation processes in the public sector

Explaining business model innovation processes: A problem formulation and problem solving perspective

This study explains the business model innovation processes in industrial firms. Drawing on three case studies of leading business-to-business firms shifting from product-based to service-based business models, it introduces problems as a theoretical concept to explain business model innovation processes. We show how formulating and solving problems guide the search for a viable business model and why some problem formulation and solving activities lead firms to shift between backward-looking and forward-looking searches. The decision to shift to a forward-looking search is triggered by the perception of failure to continue with an established way of working, while the shift to a backward-looking search is based on the perception of high alternative costs. We contribute to the business model innovation and servitization literature by theorizing the process of business model innovation and providing implications for managers

Emergent Ecosystem for Radical Innovation: Entrepreneurial Probing at Formula E

Entrepreneurial action is increasingly associated with innovation ecosystems because no firm alone can render the complex and interdependent services demanded in markets. Moreover, entrepreneurial firms are increasingly instigators of innovation ecosystems, rather than merely participants. However, particularly in the pursuit of radical innovation, a question arises as to how an entrepreneurial firm begins to form and shape the landscape for an emergent ecosystem. In this paper, we examine the innovation activities of Formula E, a new venture at the hub of an emerging ecosystem, aiming to transform motorsports for digital-native fans. Digital technologies are providing nearly boundless possibilities but represent uncertain opportunities in terms of their ability to engage young fans, who previously have shown little interest in motorsports. We identify probing as a way to use initiatives to provoke engagement and generate open-ended dialog and discussion. Entrepreneurial probing helps to expand the innovation landscape in search of heterogeneous need-solution pairs

Consideration Sets as Resources for Business Model Generation

Business models as outcomes for entrepreneurship are increasing in prevalence in pedagogy and practice. Instructors and entrepreneurs are focusing efforts on iterating potential ideas through a process of trial and error in hopes to produce working business models. However, such practices need to be better underpinned by theory so we can develop an understanding of how to identify more valuable opportunity ideas and how to progress them towards working business models with fewer trials and errors. This conceptual paper focuses on integrating extant conceptualisations of business models as interdependent activities with research on identifying opportunities as problem-solution pairings. While integrating those literatures, the present framework also details how reliance on constrained, systematic search—with its resource-based view underpinnings—can help individuals with entrepreneurial aspirations identify more valuable opportunities and progress them faster and with fewer trials and errors into working business models

Measuring the generative power of an organisational routine with design theories: the case of design thinking in a large firm

International audienceThis article studies how a large firm uses Design Thinking (DT) as a core process in specific design and development team whose mission is to bridge the gap between unidentified market needs and business units research & development effort. We analyse two cases where new concepts were developed and promoted to business units for implementation by following DT methodology. Our study shows that the DT routine reveals some generative power to explore the user perspective, yet it appears uncontrolled when it comes to generate a wider variety of ideas and knowledge challenging the design ecosystem ontology omitted and made invariant through user-focus hence it faces difficulties to engage with stakeholders and other organisational routines for an enhanced creativity and organisational change

Idea management in the age of digital innovation: An exploratory case study

(French) Pour bon nombre d’entreprises, l’innovation digitale est devenue synonyme d’impératif stratégique et de priorité opérationnelle. Paradoxalement, l’innovation digitale est un terme fourre-tout dont la signification floue rend la mise en pratique difficile. La manière dont les idées spécifiquement destinées à constituer de futures innovations digitales doivent être gérées est un phénomène récent sur lequel la littérature reste jusqu’à présent muette. Nous apportons une première compréhension empirique à ce phénomène à travers une étude de cas sur la gestion d’idées telle que pratiquée dans une entreprise traditionnelle dans le cadre de sa stratégie de transformation digitale. Nous contribuons à la littérature sur la gestion d’innovations digitales et la transformation organisationnelle en démontrant comment la digitalisation transforme la phase d’initiation de la gestion de l’innovation. Notre cas indique que l’initiation d’innovations digitales nécessite un processus de gestion des idées flexible et une participation hétérogène d’acteurs. Une gestion des idées innovantes sous forme de couples de problèmes et de solutions en constante coévolution y est propice et aide à surmonter des inerties économiques et politiques dans l’initiation d’innovations digitales. Nous espérons ainsi guider les praticiens dans la mise en œuvre d’un processus de gestion d’idées propice au développement d’innovations digitales