Abstract
The aim of this study is to gain a deeper understanding on the application of the first stage of the innovation funnel and on the gaps in knowledge through an analysis and synthesis of the NPD and the Front End literature. Within this literature it has been found that different authors propose different steps for the innovation funnel. These steps are discussed and then synthesized and classified under three major stages namely: Ideas/Concepts (Stage 0), Feasibility/Capability (Stage 1), Launch (Stage 2). It is the Ideas/Concepts (Stage 0) stage that is the area of concern of this action research study. There is a general awareness of certain problems and success factors during the front end. However, this stage remains “fuzzy”; these activities of the early stage for fast consumer goods are the least explicit and a deeper understanding is needed through further research (Khurana & Rosenthal, 1998). The research explores “Front End and New Product Development: An insider action research of FMCG products in a multi-national organization”. Such a research employs a constructivist approach to reveal the stages and the success factors at the international Front End, as perceived by Subject Matter Experts in international innovation, to develop a new International Product Concept Model and to apply it in a multi-national organization. The overall aims of this inquiry are: To critically analyse the approaches taken at the Front End and the factors that influence the successful implementation of the Front End within the organization. To inductively develop a Front End product concept development model. To link literature and research of NPD and Front End with practical insights and perspectives. In order to understand and recommend solution to the senior management of the European Hygiene cluster of the organization, an insider action research study has been undertaken in a spiral of planning, acting, observing, reflecting and planning. Three key lessons are underlined regarding the successful implementation of the Front End in a multi-national FMCG organization. Within the organizational context, approach at international Front End is a holistic and progressive framework. In the case of the international Front End, it would appear that the approach taken within the organization is not an ad hoc initiative to generate new ideas but a guiding framework for the managers involved. The key success factors involve how not to make mistakes “en route”. It is assumed that the approach at international Front End within an organization is holistic not only because it incorporates clear sequence of events, key activities and approaches but decisive factors for successful implementation. The International Front End requires a new mindset within the organization. Organization should allow managers to step back from their everyday work and allocate time to focus on deeper understanding, observing, imagining, developing and reflecting.