Increasing R&D and Marketing Integration in the Fuzzy Front End to Stimulate and Support Radical innovation

Abstract: Large and mature companies often struggle with their capability of introducing radical innovations, as they can be in conflict with existing business model, processes and bureaucracy. A vital phase of the radical innovation process is the first phase, called the Fuzzy Front End. Scholars claim that FFE activities are entailed with much complexity and uncertainty, yet crucial for a company’s competitive advantage. Innovation success is highly dependent on the integration between R&D and Marketing, which tends to be low in large and mature companies. The effects of R&D and Marketing integration in the FFE, when aiming to support radical innovation, have been little academically explored. Through conducting a case study on a Global Manufacturing Company, the study aims to better understand challenges and opportunities of increasing R&D and Marketing integration in the Fuzzy Front End to support radical innovation. The study shows there are many external factors driving increased need for integration and physical barriers and different organizational responsibilities were considered the highest barriers for the case company. Most evident potential positive effects of increased integration were deemed: helping to grasp market and technology opportunities, making better business assessments and aligning goals and visions for the departments.