Innovation and Ontologies

340 Résumé
MARQUARDT GMBH has established an iterative innovation process which is based on close
interaction with its customers, i.e. OEM. OEM represent an important external factor of
decision-making on new ideas.
• First, ideas are assessed by an informal filtering on a low hierarchical level, i.e. by colleagues and
superiors. Positively evaluated ideas enter refinement.
• At the first official assessment, feasibility, risk, cost/ benefit ratio and market potential of the first
product concept are discussed. The jury is composed of the executive board, senior
representatives of finance, quality, marketing, R&D, and the customer center manager.
• In case of positive assessment, the product concept is technologically improved. In addition, it is
subsequently subject to negotiations with suppliers as well as the OEM, i.e. the customer.
• The refined product concept as well as new and/ or additional financial data are re-assessed.
Evaluation is stricter and more thorough than at the first assessment. Depending on the
development process and results of negotiations with subcomponent suppliers and OEM,
several re-assessments might take place.
At ROHDE & SCHWARZ GMBH & CO. KG, the innovation process is divided into three stages.
Characteristic to the process are two different ways by which an innovative idea can enter the
process: the formal employee suggestion system and the Invisible Funnel.
• The employee suggestion system processes employees’ formal suggestions of improvement.
Assessment is done by specifically assigned staff members. The employee suggestion system
mainly produces propositions of little impact.
• Alternatively, product ideas emerge and are informally assessed by the direct superiors. In case
of positive assessment (i.e. Invisible Funnel), the idea is pursued and enters selection. During
selection, development of product groups is devised.
• The research request for the innovative idea is written during pre-definition. At the end of predefinition,
management assesses the innovative idea and decides on its future. This decision is a
go/ no go decision on development. Future assessments of the product mostly concern
functional details.
2.2.2 General Findings
Common to all companies is the situation of high uncertainty in which decisions have to be taken,
mainly based on incomplete information. In this situation, senior executives recognize their
responsibility to assess ideas personally. Strategic decision-making during Fuzzy Front End is a
‘matter for the boss’ in the participating companies.
Typically, informal assessment is done on a low hierarchical level, while formal assessments are
carried out by senior management. With the exception of HANS EINHELL AG, decision-making is
achieved by a crossfunctional discussion.