{"id":13246,"date":"2022-03-03T07:00:31","date_gmt":"2022-03-03T12:00:31","guid":{"rendered":"https:\/\/mgrush.com\/blog\/?p=13246"},"modified":"2026-04-21T12:56:52","modified_gmt":"2026-04-21T16:56:52","slug":"innovative-ideas","status":"publish","type":"post","link":"https:\/\/mgrush.com\/blog\/innovative-ideas\/","title":{"rendered":"Sourcing Innovative Ideas and Managing New Product Concepts (3 of 3)"},"content":{"rendered":"

The purpose of this article is to help you manage and facilitate the transformation of the abstract (sourcing innovative ideas) into the concrete (managing new product concepts). <\/span><\/h2>\n

We hope you beg, borrow, steal, and modify heavily from our technique called Product Concept Management (PCM or Catalyst<\/em>)<\/strong>. Whereas this is the third of three connecting articles, remember to see (1 of 3)<\/a> and (2 of 3)<\/a>.<\/span><\/p>\n

Catalyst<\/em> describes our method for clarifying the \u201cfuzzy front-end<\/a>\u201d in product development. Meanwhile, the \u201cfuzzy front-end\u201d represents the time and space between a thought (e.g., problem or solution) and the decision to act by first converting the thought into a concrete concept. For your questions or suggestions, please contact us at +01 (630) 954-5880 or by email at info@mgrushfacilitation.com<\/a>.<\/span><\/p>\n

\"Sourcing<\/a>

Sourcing Ideas<\/span><\/strong><\/p><\/div>\n

MANAGING CONCEPTS DEPENDS ON QUALIFYING INNOVATIVE IDEAS<\/span><\/h2>\n

Managing innovative ideas relies on one primary task: qualifying innovative ideas As explained in our last article Converting Raw Product Ideas into Polished Product Concepts (2 of 3)<\/a>,<\/strong>\u00a0managing concepts means improving the certainty of ideas. We do this by adding information to the description of the idea and the pains it cures. Now we more fully explain the skills supporting four primary activities to QUALIFY innovative ideas:<\/span><\/p>\n

\"Sourcing<\/a><\/span><\/p>\n

<\/a>SKILLS REQUIRED<\/span><\/h3>\n

The qualifying activity requires a broad set of skills to interpret product descriptions, envision them being applied in the market, comprehend market structure (distribution, competition, customer segments), and reasonably assess new product idea revenues and profit-generating potential. Since no one person may have the required talents or time to do everything, Catalyst<\/em> workshops provide a wonderful opportunity for qualifying innovative ideas.<\/span><\/p>\n

The qualifier role, fulfilled by a single individual or a team, also identifies resources that are needed to complete the idea qualification. Resources may include production and technical experts, engineers, scientists, economists, sales managers, lobbyists, regulation experts, and experts in customers and competitors.<\/span><\/p>\n

Summary of Qualifying Skills<\/span><\/h4>\n
\"Qualifying<\/a>

Qualifying Skills<\/span><\/strong><\/p><\/div>\n

Reminder about Sourcing Innovative Ideas and Managing Concepts<\/strong><\/span><\/h5>\n

A fully qualified and complex product concept exceeds one descriptive sentence.\u00a0The first QUALIFYING\u00a0task reviews the idea for a minimal description, typically provided by the idea Author. To us, a comprehensive concept might also answer dozens of questions, such as:<\/span><\/p>\n

A Raw Product Idea Transformed into a Manageable Product Concept with a Checklist of Issues<\/em><\/span><\/h4>\n

\"Sourcing<\/a><\/p>\n

Technical\/Physical Description<\/span><\/h3>\n

Describe the \u201cneed\u201d (or \u201cpain\u201d) as a problem, want, or \u201chankering.\u201d\u00a0ABCs<\/strong> . . .<\/span><\/p>\n

A. Ambition<\/strong> \u00a0 \u00a0 \u00a0Size the opportunity in currency and units\/volume<\/span><\/p>\n

B. Benefits<\/strong> \u00a0 \u00a0 \u00a0 What are the benefits of the product to the buyer\/customer? (Economic, emotional, . . .)<\/span><\/p>\n

C. Choices<\/strong>\u00a0 \u00a0 \u00a0 \u00a0What are the customer\u2019s\/user\u2019s other options to solve the problem, satisfy the need or want, or achieve the improvement? Why? When, where, and how was the idea conceived?<\/span><\/p>\n

Qualification Checklist<\/span><\/h3>\n

QUALIFYING enhances the character of a new product idea, enabling assessment and further development by\u00a0adding information to the description of the idea. QUALIFYING also evaluates the idea for commercial potential and technical feasibility. A comprehensive Product Concept (qualified idea) resembles a business case.<\/span><\/p>\n

<\/a>SOURCING INNOVATIVE IDEAS<\/span><\/h2>\n

SOURCING innovative ideas requires one primary activity: discovering innovative ideas, and involves several supporting activities. The other activities support retrieval, including storing ideas and providing coaching, feedback, and incentives to idea authors.\u00a0DISCOVERING\u00a0innovative ideas depends on structuring a network of sources that feed raw or fragmented product ideas to our PCM technique.<\/span><\/p>\n

<\/a>MODES OF DISCOVERY<\/span><\/h3>\n

Continuous (Steady-State) Discovery<\/span><\/h4>\n

We advocate the design of a steady-state discovery apparatus to provide a continuous flow of ideas into Catalyst<\/em>.<\/span><\/p>\n

\"Continuous<\/a><\/span><\/p>\n

Based on understanding portfolio priorities, targeted markets, and technology priorities, the organization should structure information gathering, invention, and analysis activities to align with their future direction and constraints (available resources).\u00a0Preferred sources of information might include:<\/span><\/p>\n