Creating Products in the Absence of Markets: A Robust Design Approach

Purpose - The purpose of this study is to examine how firms deal with a situation of true uncertainty about their potential markets and technologies. Specifically, we ask how firms can create products when the corresponding market does not exist. Design/methodology/approach – This paper is based on a longitudinal study of a high-tech firm, combined with analysis of existing theory in Product Design and Entrepreneurship. Findings – Markets and products are usually a defining choice made early on by firms in their strategic process. Such a choice guides their development by providing a ‘stable concept' to which decisions can be related to. When markets do not exist yet, however, this approach is not effective: Early choice of products and markets limits firms' flexibility by constraining their ability and willingness to adapt, while fundamental new technical and market information is likely to emerge during the project that will prove the initial assumptions wrong. We show an alternative approach where products and markets actually result from a generic process of products and markets exploration driven by the firm. We suggest that this approach forms a robust design in that it allows the firm to deal with the uncertainty by simultaneously developing its products and exploring markets, while preserving the flexibility to adapt to the changing environment. Practical implications – The practical implication of this paper is to suggest an alternative approach to deliberate planning in high-tech ventures. With this approach, rather than markets and products, strategy defines a market and technology exploration process. Originality/value – The paper is original in three ways: 1) It links the product design and market exploration processes in high-tech firm development; 2) It is based on an in-depth longitudinal study; and 3) It results from an academic-practitioner collaborative work.New Product Development; uncertainty; high-technology venture.

Creating Products in the Absence of Markets: A Robust Design Approach

The purpose of this study is to examine how firms deal with a situation of true uncertainty about their potential markets and technologies. Specifically, we ask how firms can create products when the corresponding market does not exist. Design/methodology/approach : This paper is based on a longitudinal study of a high-tech firm, combined with analysis of existing theory in Product Design and Entrepreneurship. Findings – Markets and products are usually a defining choice made early on by firms in their strategic process. Such a choice guides their development by providing a ‘stable concept' to which decisions can be related to. When markets do not exist yet, however, this approach is not effective: Early choice of products and markets limits firms' flexibility by constraining their ability and willingness to adapt, while fundamental new technical and market information is likely to emerge during the project that will prove the initial assumptions wrong."New Product Development";"uncertainty";"high-technology venture"

Creating Products in the Absence of Markets: A Robust Design Approach

The purpose of this study is to examine how firms deal with a situation of true uncertainty about their potential markets and technologies. Specifically, we ask how firms can create products when the corresponding market does not exist. Design/methodology/approach : This paper is based on a longitudinal study of a high-tech firm, combined with analysis of existing theory in Product Design and Entrepreneurship. Findings – Markets and products are usually a defining choice made early on by firms in their strategic process. Such a choice guides their development by providing a ‘stable concept' to which decisions can be related to. When markets do not exist yet, however, this approach is not effective: Early choice of products and markets limits firms' flexibility by constraining their ability and willingness to adapt, while fundamental new technical and market information is likely to emerge during the project that will prove the initial assumptions wrong

L’effectuation, logique de pensée des entrepreneurs experts

International audienceL’effectuation trouve son origine dans les travaux de recherche menés à la fin des années 90 par Saras Sarasvathy, une jeune doctorante d’origine indienne, ancienne entrepreneuse, conduits sous la direction d’Herbert Simon, prix Nobel d’économie, à l’université Carnegie Mellon. Sarasvathy cherchait à identifier les fondements microéconomiques du raisonnement entrepreneurial. [...]<br/

A Manager's guide to Disruptive Innovation : Why Great Companies Fail in the Face of Disruption and How to Make Sure Your Company Doesn't

International audienceSomewhere, a startup is at work disrupting your business. What can you do about it? How can your company avoid the fate of once highly successful firms such as Kodak or Blockbuster? This book unravels the mechanisms of disruption, explains why great companies fail, and proposes concrete ways to turn disruptions into opportunities. Its key message is this: Failure in the face of disruption is not due to a lack of creativity, limited resources, or a resistance to change. Failure is the unintended consequence of applying “good” management practices. The solution to success lies in modifying these practices and this book will tell you how. An ideal introduction to the topic, A Manager’s Guide to Disruptive Innovation is packed with interesting case studies and anecdotes of organizations faced with disruptive innovation. This book offers you: • A deep insight into the workings of disruptive innovation • Actionable steps to protect and nurture disruptive projects • Practical suggestions to transform your company’s management practices to become more innovative<br/

Réforme du système de santé : la prescription de l'innovateur: A propos du livre de Clayton Christensen, Jérôme Grossman et Jason Hwang, La prescription de l'innovateur (2009, USA),

compte rendu de lecture paru dans la revue Gérer et Comprendre, n°102, décembre 2010Selon les auteurs, l'innovation de rupture, agent de transformation, repose sur trois éléments : le développement des connaissances du domaine, de nouveaux modèles économiques, un nouveau réseau de valeur. L'ouvrage fourmille d'observations perspicaces trop nombreuses pour être rapportées ici. Nous en mentionnerons deux . La première concerne le processus d'autorisation de mise sur le marché (AMM) d'un médicament ; la seconde concerne la formation médicale : le passage progressif à la médecine de précision et ses conséquences sur la formation des infirmières -dont on aura de plus en plus besoin- et des médecins spécialistes -dont on aura de moins en moins besoin. cet ouvrage aura toute sa place parmi les ouvrages fondamentaux consacrés à l'innovation

Bienvenue en incertitude ! : principes d’action pour un monde de surprises

International audienceFaillite de Lehmann Brothers et crise de 2008, Printemps Arabe, crise grecque, émergence de Daesch, accident de Fukushima, disparition de Nokia, Brexit, élection de Donald Trump et d’Emmanuel macron, la liste n’en finit pas d’événements que nous n’avons pas été capables de prévoir et ce malgré des moyens parfois très importants. Dans un monde de surprises, qui change radicalement et devient toujours plus incertain, il n’est pas possible de prédire l’avenir, et ceux qui s’y risquent s’exposent tôt ou tard à une catastrophe. Et pourtant, les outils de décision que nous utilisons reposent tous sur un paradigme prédictif. Ils restent ancrés dans la civilisation de la révolution industrielle née il y a 150 ans. Il est grand temps de les réinventer entièrement pour le nouveau monde. Mais pour proposer de nouveaux outils, il faut d’abord repenser notre appréhension de l’environnement. Regorgeant d’anecdotes et s’appuyant sur de nombreux exemples concrets dans des domaines variés, cet ouvrage redéfinit trois dimensions fondamentales de la prise de décision en incertitude : la dimension ontologique – Quelle est la nature de notre environnement et comment évolue-t-il ? – la dimension épistémologique – Quelle information pouvons-nous utiliser pour décider ? – et la dimension sociologique – Comment intégrer le jeu des différents acteurs impliqués dans la prise de décision en incertitude ? Sur ces nouvelles bases conceptuelles ainsi posées, il propose des principes d’action concrets pour appréhender l’incertitude et l’inédit, pour s’en protéger et surtout pour en tirer parti. Un ouvrage indispensable à tous ceux qui doivent prendre des décisions stratégiques en incertitude et à ceux qui les conseillent : dirigeants, responsables de l'innovation, entrepreneurs, investisseurs, assureurs mais également analystes, consultants et étudiants en management. <br/

Réforme du système de santé : la prescription de l'innovateur

International audienc