companies are rethinking where innovations come from.
The best ideas aren't always inside corporate research
and development labs.
It is becoming crucial to knock down walls inside the
company - between research and
manufacturing or marketing - while at the same time reaching outside the company for ideas. But
it's not easy, as powerful forces resist the opening up of companies' innovation processes."
Henry Chesbrough, assistant professor at UC Berkeley,
author of Open Innovation:
The New Imperative for Creating and Profiting from Technology
The objective of this second phase of the MEPSS methodology is to look at possible
PSS innovation routes for the future. Phase 2 stimulates creativity and invites all
stakeholders into a participatory process of PSS idea creation.
Elements in the second phase include:
Generation of new ideas
- Rethink the values chain by scenario elaboration
- Deepen the stakeholder engagement process (both
internal and external
- Management of idea generation and selection process
- Collecting proposed ideas
The ultimate in innovation is not merely to come up with incremental improvements
products and services but to create entirely new offers and markets that have not
existed before. It is to reinvent the way we work, play, communicate, recreate, etc.
PSS thinking fits in our service economy where innovations, more than ever,
transcend objects. Some of today's most successful companies, from Dell, Virgin,
eBay to Google, have created new functionality levels based on completely new
The idea exploration should deliver the PSS seeds that can be sowed
in the further
development steps of the (radical) innovation roadmap. Phase 2 is probably the most
crucial of all phases. As in agriculture, the quality of the seed is decisive for the quality
of the crops that can be produced; excellent seed is, however, no guarantee for a
good harvest as the weather conditions might be unfavourable, the seed might be
sowed in barren ground, or the farmer might neglect the crop.
For the production of good quality seed, phase 2 of MEPSS offers a route that
described in this chapter. It is important to stress that there exists a rich and rapidly
growing literature in this area, ranging from subjects such as new product
development strategies, idea generation (ideation) and brainstorming, stage-gate
thinking, technology and sustainability roadmapping, and many others.
The authors of this handbook offer Phase 2 of the MEPSS methodologies with the
knowledge that there are many alternative tools and techniques. The steps and
processes included should be regarded as some possible route descriptions to a
company's PSS destination, a course with a nice view from a richer map.
Outline of Phase 2
This second phase presents processes and tools that may
be used in looking for new and promising
Key steps in this Phase
2 approach are:
Step 1 / PREPARING SCENARIO
Step 2 / PERFORMING SCENARIO
3 / ELABORATION OF RESULTS