Idea Management: Enhancing External Innovation Capabilities within Front-End Activities

This study examines and verifies the factors influencing idea management in enhancing external innovation capabilities within front-end activities in large organisations. Previous studies have identified idea management as being in serious need of better management. This research aims to address this need by adding new knowledge and understanding to how organisations generate, search and select ideas internally and externally. Innovation is rapidly becoming a strategic priority, but there is a large gap between the perceived importance of innovation and the effectiveness of approaches used to support innovation. Idea management works under the premise that the innovation process is too important to be left to chance. Ideas are the starting point to every innovation. This research examines the concept of idea management, which acknowledges the importance of external ideas within the innovation process. External sources offer a huge amount of knowledge and ideas, much of which is unexpected and can therefore promote disruptive innovation. Idea management is characterised by a high degree of complexity and must be organised efficiently in order to work in the long-term. It is well established that there is a general lack of clarity, definition and understanding within the front-end of innovation in terms of language, processes and activities. This is why it is also referred to as the fuzzy front-end, occurring prior to when an idea receives formal funding. Several key activities include opportunity identification, problem definition, environmental scanning, and idea generation and evaluation. These activities involve leveraging internal and external innovation capabilities and is one of the reasons why this research focuses on better understanding and visualising this interaction by improving idea management practices. This iCase award was funded by the EPSRC and the multinational consumer goods company, Procter & Gamble (P&G). The research outcomes are of interest to large organisations looking to enhance how they manage their internal and external ideas. On a smaller scale, effective practices for internal idea generation are identified which could be of use to SMEs. The thesis will add to the field of front-end innovation literature regarding idea management effective practices, supported by quantitative data on a global scale. A blended methods approach was used where insights were verified through iteration between a systematic literature review, front-end model comparison, global industrial interviews, and a main survey conducted within P&G. This organisation is well known for their success with external search practices for innovation. The industrial interviews were conducted with P&G’s ‘Connect + Develop’ practitioners and were vital to gain an understanding of language and challenges related to the research questions. This guided the development of an industrial survey which assessed the effectiveness of an idea sourcing tool adopted by P&G. The findings from the survey provide further insight into how innovation landscaping tools are used in practice and ways in which to increase levels of tool adoption. This research finds that organisations do want to find and leverage high quality ideas but are unsure of how to best search for and select them. The proposed ‘Idea Infinity Framework’ helps to visualise, orientate and kick-start search and select processes in organisations. It argues that visualising the sources, interactions and issues to be aware of for idea quality will improve the effectiveness of front-end activities, as well as make better use of practitioner time, effort and funds. This study argues that idea management should take a proactive approach rather than a passive approach to the management of ideas (i.e. search and select) and become more integrated

Idea Management: Enhancing External Innovation Capabilities within Front-End Activities

This study examines and verifies the factors influencing idea management in enhancing external innovation capabilities within front-end activities in large organisations. Previous studies have identified idea management as being in serious need of better management. This research aims to address this need by adding new knowledge and understanding to how organisations generate, search and select ideas internally and externally. Innovation is rapidly becoming a strategic priority, but there is a large gap between the perceived importance of innovation and the effectiveness of approaches used to support innovation. Idea management works under the premise that the innovation process is too important to be left to chance. Ideas are the starting point to every innovation. This research examines the concept of idea management, which acknowledges the importance of external ideas within the innovation process. External sources offer a huge amount of knowledge and ideas, much of which is unexpected and can therefore promote disruptive innovation. Idea management is characterised by a high degree of complexity and must be organised efficiently in order to work in the long-term. It is well established that there is a general lack of clarity, definition and understanding within the front-end of innovation in terms of language, processes and activities. This is why it is also referred to as the fuzzy front-end, occurring prior to when an idea receives formal funding. Several key activities include opportunity identification, problem definition, environmental scanning, and idea generation and evaluation. These activities involve leveraging internal and external innovation capabilities and is one of the reasons why this research focuses on better understanding and visualising this interaction by improving idea management practices. This iCase award was funded by the EPSRC and the multinational consumer goods company, Procter & Gamble (P&G). The research outcomes are of interest to large organisations looking to enhance how they manage their internal and external ideas. On a smaller scale, effective practices for internal idea generation are identified which could be of use to SMEs. The thesis will add to the field of front-end innovation literature regarding idea management effective practices, supported by quantitative data on a global scale. A blended methods approach was used where insights were verified through iteration between a systematic literature review, front-end model comparison, global industrial interviews, and a main survey conducted within P&G. This organisation is well known for their success with external search practices for innovation. The industrial interviews were conducted with P&G’s ‘Connect + Develop’ practitioners and were vital to gain an understanding of language and challenges related to the research questions. This guided the development of an industrial survey which assessed the effectiveness of an idea sourcing tool adopted by P&G. The findings from the survey provide further insight into how innovation landscaping tools are used in practice and ways in which to increase levels of tool adoption. This research finds that organisations do want to find and leverage high quality ideas but are unsure of how to best search for and select them. The proposed ‘Idea Infinity Framework’ helps to visualise, orientate and kick-start search and select processes in organisations. It argues that visualising the sources, interactions and issues to be aware of for idea quality will improve the effectiveness of front-end activities, as well as make better use of practitioner time, effort and funds. This study argues that idea management should take a proactive approach rather than a passive approach to the management of ideas (i.e. search and select) and become more integrated

Linear Superiorization for Infeasible Linear Programming

Linear superiorization (abbreviated: LinSup) considers linear programming (LP) problems wherein the constraints as well as the objective function are linear. It allows to steer the iterates of a feasibility-seeking iterative process toward feasible points that have lower (not necessarily minimal) values of the objective function than points that would have been reached by the same feasiblity-seeking iterative process without superiorization. Using a feasibility-seeking iterative process that converges even if the linear feasible set is empty, LinSup generates an iterative sequence that converges to a point that minimizes a proximity function which measures the linear constraints violation. In addition, due to LinSup's repeated objective function reduction steps such a point will most probably have a reduced objective function value. We present an exploratory experimental result that illustrates the behavior of LinSup on an infeasible LP problem.Comment: arXiv admin note: substantial text overlap with arXiv:1612.0653

Snapping Graph Drawings to the Grid Optimally

In geographic information systems and in the production of digital maps for small devices with restricted computational resources one often wants to round coordinates to a rougher grid. This removes unnecessary detail and reduces space consumption as well as computation time. This process is called snapping to the grid and has been investigated thoroughly from a computational-geometry perspective. In this paper we investigate the same problem for given drawings of planar graphs under the restriction that their combinatorial embedding must be kept and edges are drawn straight-line. We show that the problem is NP-hard for several objectives and provide an integer linear programming formulation. Given a plane graph G and a positive integer w, our ILP can also be used to draw G straight-line on a grid of width w and minimum height (if possible).Comment: Appears in the Proceedings of the 24th International Symposium on Graph Drawing and Network Visualization (GD 2016

The Exergetic, Environmental and Economic Effect of the Hydrostatic Design Static Pressure Level on the Pipe Dimensions of Low-Energy District Heating Networks

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