Kurzfassung
Lean Product Development ist ein in der Unternehmenspraxis derzeit sehr populärer Ansatz, um Entwicklungsprozesse effektiver und effizienter zu gestalten. In diesem Beitrag wird gezeigt, dass Lean Product Development seine Berechtigung vorwiegend in der Entwicklungsphase des Innovationsprozesses hat. Die vorausgehenden frühen Innovationsphasen, die entscheidend für die Hervorbringung hochgradiger Innovationen sind, erfordern andere Methoden, um eine potenziell gefährliche Überbetonung exploitativer Innovationen zu vermeiden.
Abstract
Lean Product Development is currently a very popular approach to improve the effectiveness and efficiency of development processes in industrial practice. This article identifies Lean Product Development as a process-management-oriented approach and analyzes the related opportunities and risks. It is shown that a (exclusive) focus on Lean Product Development favors exploitative innovation. This incurs the risk for the company to impair its ambidexterity, i. e. its ability to create incremental and radical innovations. It is then outlined that Lean Product Development is primarily adequate for the development phase of the innovation process, while it is less suitable for the fuzzy front end of innovation. However, the fuzzy front end of innovation is crucial for the company's capability to produce radical (explorative) innovations. In conclusion practiceoriented methods and approaches are presented, that help to avoid a potentially hazardous overemphasis of exploitative innovations.
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