The forth innovation_method

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3 The FORTH Innovation Method

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What makes the desert so beautiful, is that the source is hidden somewhere.

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(A. de Saint-Exupéry, French pilot/poet)

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It doesn’t make a difference to the mountain from which direction you

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approach it.

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(Japanese proverb)

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Genius is one percent inspiration, ninety-nine percent perspiration.

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(Thomas A. Edison, American business man and inventor)

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3.1 Introduction
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In the previous chapter we discussed the success factors necessary to create new
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products and services. The solid bridge between creativity and management practice
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rests upon five pillars and it is upon these pillars that I base my method for the
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ideation phase which I call FORTH – an acronym found in the first letter of each
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step: Full Steam Ahead, Observe and Learn, Raise Ideas, Test Ideas and Homecoming.
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This method, used for the creation of new products and services, was developed in
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practice and has been used successfully in not only business-to-business markets
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but also business-to-consumer markets over the past five years. Companies who
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have successfully implemented this method are insurance companies, producers
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of medical appliances, employment agencies, companies facilitating conferences,
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educational institutions, manufacturers of bicycle seats for children, producers of
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fresh foods, publishers, social services and governmental organisations.
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The FORTH method consists of a journey in five stages. First, I will explain why I
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have used this figure of speech, and give an outline of the five stages. Thereafter the
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different roles of the people necessary for the creation of successful new products
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will be discussed. Finally, the chapter ends with a description of the ‘hard’ and ‘soft’
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qualities necessary for the journey.
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3.2 Going on a journey
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When new product ideas do not appear automatically, you have to go and search
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for them somewhere else. You go hunting for new inspiration and for good and new
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ideas. Why then do I compare this search to a journey?
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I hope that you will be able to recognise yourself in the following situation
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which has often happened to me. You live in your own country all your life, yet you
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don’t really know it. While racing along the highways, you visit a few places daily,
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others never. But there is so much more to see. However, you only realise this when
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46 Creating Innovative Products and Services

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you receive friends from abroad who visit your country for the first time. Together
with them, I in the Netherlands for example, will visit Delft, Drenthe and Zeeland

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to see the old porcelain, the blossoming moorland and the impressing Delta works.
And then I am impressed (again) by the culture, the landscape and the enterprising

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spirit of this small country.

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This experience can be directly transferred from your private life to your job:

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in your own market you also race over highways where you daily see the familiar

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things, the things you like to see. That might be one of the reasons for the need for

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creating new and different products you now experience. That is why it is better

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to look and listen at different places in the market to become aware of and break

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through your own rigid routine. Therefore you should go on a journey. Because when

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you go on a journey you usually have the time to engage in something for which
you don’t usually have time in the hectic day-to-day life. You do things you don’t

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normally do. Have you visited the old church or museum in your neighbourhood?

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No, well neither have I. But I do that when I go on a journey, when I am open to

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new things. We are consciously going to use this idea when we start creating new
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products and services. We are going to search for sources of inspiration which we
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can apply in the process later in order to create wonderful new product ideas. So
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you visit your own customers and the customers of your competitors and you take
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a look at the different applications of your product in reality in different (business)
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market sectors. Just as the Netherlands has many foreign places, there are many
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different markets – markets adjacent to your own market or markets for the same
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products in other countries or on different continents. It is enormously helpful to
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go and discover these things as it brings you out of your comfort zone and opens
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up the world to you.
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In order to characterize the process for creating new products, I gladly use
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the example of a journey as it has so many similarities with the many voyages of
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discovery in the past. Previously, as hunters or farmers, we only went looking for
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food or new land when we have run out of food or the land has become infertile.
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Actually, you only searched for the adventure when it was really necessary. This
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happens in all organisations that have to innovate. Real urgency is only experienced
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when the current market is saturated. Furthermore, many discovery voyages in the
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past lasted for many years due to unexpected setbacks such as an unknown illness,
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tropical storms or mutiny by the crew. The average time for the development process
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of a new product (18 months from idea to introduction), follows a similar pattern.
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Many ships also perished along the way. On one of the voyages of Magellan, four of
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the five ships did not return, but the ship which survived came back with enough
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spices to pay for the expedition and to even make a profit. Is this much different
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from the process of innovation? From the seven new developed product ideas only
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one product enters the market successfully; the remaining six perish along the
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way. Sometimes the explorers also thought that they had landed on a small island,
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but it proved to be an enormous continent afterwards. This was the case with the
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Vikings who discovered north America long before Columbus. You can compare
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this with the development of SMS-services of mobile telephones. This application
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The FORTH Innovation Method 47

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was originally developed and positioned on the business market, but it did not take
off. When young people caught on to the idea of SMSing as a modern, and cheaper,

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way of keeping in contact with each other, it became a gigantic worldwide market
in a very short period of time with more than three billion users! Another similarity

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is that innovators, just like explorers, will be remembered for a long time. I am

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curious as to who of the following people will be the most famous in a hundred

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years’ time: Steve Jobs (founder of Apple) or Columbus (who discovered America)?,

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Sergey Brin and Larry Page (founders of Google) or Edmund Hilary (first man to

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reach the top of Mount Everest), Bill Gates (founder of Microsoft) or Neil Armstrong

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(first man on the moon)?

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3.3 The FORTH Method in Five Stages

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The FORTH method is a journey in five stages:

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1. Full Steam Ahead
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2. Observe and Learn
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3. Raise Ideas
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4. Test Ideas
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5. Homecoming
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Figure 3.1 represents this method for the ideation phase and it also shows the correct
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position it takes during the innovation process: at the beginning of the process
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after management has made the decision to actually go ahead and develop a new
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product. The FORTH method is a complete method for the creation of new products
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from the idea to a mini new business case. In other words, the FORTH method is
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a practical approach with which you can successfully pass through the discovery
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stage and the first two steps, with one team and in one go, shown in the model of
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Cooper (Figure 1.2, Chapter 1), bringing you from the first idea for the product or
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service until it is developed into a mini new business case.
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The five success factors for generating new product ideas, discussed in the previous
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chapter, can all be found in these five stages. The choosing of the innovation focus
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happens immediately during the first stage: Full Steam Ahead. Here you choose
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the destination and you determine the innovation task. During the second stage,
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Observe and Learn, you discover and understand what the potential target group
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considers to be important and with what they struggle the most. It is very important
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that during this stage not only do you start looking at things differently but you
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also start listening differently. Furthermore, this stage allows for another important
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condition necessary for the generating of new ideas: a period of incubation – in
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other words time to allow the idea to hatch. When you take on a challenge it usually
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takes a while before you start thinking of solutions. Not only are you consciously
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busy with it, but also subconsciously, and sometimes an idea can enter your mind at
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a time when you least expect it, such as in the shower, or while on holiday or while
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Idea Second Decision Decision Decision

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Screen Screen to Develop to Test to Launch

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Discovery Gate
Gate

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Gate 1
Gate 1 Stage 1
Stage 1 Gate 2
Gate 2 Stage 2
Stage 2 Gate 3
Gate 3 Stage 3
Stage 3 Gate 4
Gate 4 Stage 4
Stage 4 Stage 5
Stage 5
stage 55

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Testing &

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Scoping Business Case Development Launch
Validation

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The original stage-gate innovation process (see chapter 1).

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Ideation phase

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2. Observe &
Learn Decision Decision Decision

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to Develop to Test to Launch

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1. Full Steam
FORTH Ahead Gate
Gate Stage 3
Stage 3
Gate
Gate Stage 4
Stage 4
Gate
Gate Stage 5
Stage 5

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3. Raise Ideas 33 44 55
innovation
5. Homecoming
method

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Testing &
Development Launch
Validation

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4. Test Ideas rpu
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Figure 3.1 The FORTH innovation method as part of the innovation process
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jogging. Usually, while you are busy doing something which happens ‘without
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thinking’, you have room mentally in which ideas can surface and it pops into
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your head. This is not surprising when you realise that conscious thinking happens
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at 60 bits per second, whereas subconscious thinking happens in millions of bits
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per second. Therefore, by allowing for a discovery phase right from the start, an
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incubation period creates the possibility of discovering the challenge given in the
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first stage and the development of the product or service idea in the next stage, Raise
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Ideas. Acquiring insight into the customer’s needs and the opportunities available,
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as well as ‘outside-in’ thinking and an effective, creative process are all part of this
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stage. The new product idea is now practically created and developed into a product
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concept. The last two stages of the journey concern the testing of the effectiveness
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of the product and the obtaining of support. During stage 4, Test Ideas, the newly
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developed product concepts are tested with the potential target group. During a
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follow-up workshop the negative aspects, expressed by the customers during the
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market research, are amended. In the final stage, Homecoming, the most attractive
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and tested product concepts are substantiated with market insights, and turnover,
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profit and malleability are estimated. As a mini new business case it is then presented
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to the management, who by this time are dying of curiosity as to what the journey
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has produced.
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I. E. Oden (2006). Beslissen: Waarom u uw gevoel moet volgen (maar niet altijd). Psychological Magazine, January,
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14–20.



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2. Observe Learn 6 weeks

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� Visiting sources of inspiration
1. Full Steam Ahead 5 weeks

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� Discover customer insights
� Discover trends and technology
� Formulate innovation assignment

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The innovation team has identified relevant
� Choose and ‘hire’ team

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insights and promising opportunities
� Identify opportunities for innovation

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3. Raise Ideas 2 weeks
20 Enthusiastic multidisciplinary innovation team

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weeks sets out on expedition
� Generate more than 500 ideas
The FORTH

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� Condense 25–30 idea directions
innovation

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� Create 12 innovative concepts 3–5 attractive innovative concepts will be

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method developed in the innovation process

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12 attractive innovative concepts have been
generated � Develop mini new business cases

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� Present to management

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3–5 most attractive concepts have been
improved and selected
� Include concepts in regular process

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� Get customer feedback on concepts 5. Homecoming 4 weeks

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� Improve concepts

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� Choose most promising concepts

4. Test Ideas
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3 weeks
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Figure 3.2 FORTH: method for creating innovative products and services
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I have learned from experience that the FORTH method lasts about 20 weeks,
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and for the participants in your company, approximately 15 weeks from the kick-
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off workshop. However, be aware that before the process can begin, essential
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conversations in the organisation are necessary to decide whether the FORTH
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method is going to be used. The start to the ideation phase needs, especially in larger
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organisations, a good introduction. This is necessary for two reasons: firstly, many
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people and departments are involved; and secondly, the subject of innovation can
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sometimes be very sensitive as someone will be held accountable for the fact that
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there are no good and attractive product concepts in the pipeline. Furthermore,
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the time needed for applying the FORTH method also depends on the scale of
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the innovation task. Should the number of target groups, countries or continents
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increase, the process needs extra time, especially during the stages Observe and Learn,
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Test Ideas and Homecoming. You should therefore understand that a worldwide,
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uniform and qualitative concept research done on a few continents takes longer
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than three weeks and is also more complex than the same research done in one
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country only. The same applies to the making of a mini new business case. Can the
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process be done in less than 20 weeks? If necessary, then of course! If something can
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be done in 20 weeks, it can also be done in 16 weeks, on condition that everyone
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makes sufficient time available. However, there are disadvantages. My experience
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with the FORTH method taught me that if you take too little time to observe and
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learn, the participants gain less inspiration, which causes fewer pioneering ideas in
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the development stage. Furthermore, I have learned that if you shorten the time in
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which to develop the mini new business cases from four weeks to two or even one,
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you risk losing sight of important issues such as whether the idea is feasible or not.
Unfortunately, this will only be discovered in the next stage of the development

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process.
In the next section the main features of the five stages are discussed.

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3.4 Full Steam Ahead

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Men wanted for hazardous journey. Low wages, bitter cold, long hours of complete darkness. Safe

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return doubtful. Honour and recognition in event of success. (Advertisement to recruit men for a polar

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expedition. E. Shackleton, British explorer)

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When you go on an expedition, you increase your chances of success by being

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well prepared and that is why the first stage in the creating of new products is so

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important. Figure 3.3 shows the themes, activities and the intended results of the

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first stage. At this time you make four very important decisions: rpu
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1. What is the innovation assignment?
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2. Who is the internal client?
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3. Who would make the ideal ideation team?
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4. Which opportunities are chosen to be explored?
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Internal client
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Draw up a clear and smart
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innovation assignment in
an innovation focus
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workshop
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Innovation assignment
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Approach the right internal An enthusiastic multidisciplinary
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client and the best team innovation team goes on
members you can think of expedition
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Innovation team members
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Organise a kick-off where
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you brainstorm and select
the best opportunities for
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innovation to discover
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Innovation opportunities
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Figure 3.3 Stage 1: Full Steam Ahead
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b.c
Innovation Focus Workshop

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At first you have to determine a definite aim and direction. At the same time, together
with those who are going to judge the product concept at the end of the ideation

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phase, you have to decide which criteria the product has to meet. It is a good idea to

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hold a separate meeting, the innovation focus workshop, at the beginning. At this

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meeting, not only are the line managers, innovation manager or manager of New

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Business Development who are directly responsible, present, but also the project

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leader (on behalf of the ideation team) and the facilitator. The innovation focus

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workshop has only succeeded when you have collectively formulated a concrete

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innovation assignment and can start putting an ideation team together.

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Putting Together an Ideation Team

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The two important decisions that have to be made at this stage determine how

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your ideal team will be put together. The bigger the team, the greater the diversity
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and the greater the chance of coming up with wild, foolish and pioneering product
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ideas. However, there is a limit. The maximum size of the team is determined
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by the number of participants with whom, as one team, you can go through an
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effective brainstorming process. The maximum number of participants in this stage
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is limited to 12–14 people. Through experience I have discovered that 14 is the
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absolute maximum, made up of 12 internal FORTH team members with the option
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of bringing in two outsiders for the brainstorming process. How much time the
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process demands depends upon the role of the team members. I usually distinguish
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between two roles: core team members and the so-called extended team members. A
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core team member goes through the whole process very intensively. This demands,
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from the start, a period of about 25 days in 15 weeks, or a third of the available
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time spent at work, but it can vary during every stage. Extended team members
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experience the process less intensively, mainly only the highlights. They are, for
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example, the internal client, other members of the board or managers. From them,
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the FORTH method requires approximately seven days in 15 weeks from the start.
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Make sure that you choose a well-balanced internal team of 12 people. There
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are a few aspects which should play a role in your decision. It is very important to
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consider the relationships between:
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• participants according to expertise and support;
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• participants with various skills;
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• participants from internal departments, business units and national
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organisations;
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• other aspects which might have an influence on the innovation assignment,
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such as:
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− the relationship between male and female;
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− the relationship between young and old.
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The third important decision at the start is the choice of the best people for
the ideation team. This decision is actually quite simple: always choose those who

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have a passion for the assignment and who possess the right qualities. A specific
assignment always requires special people. However, they are usually those with

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the least time available and therefore do not get permission from their managers

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to participate – but it is only a matter of convincing them. Always be creative and

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persistent in the putting together of the team as the journey can get rough. In order

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to create new ideas you need people and only with the best people can you get the

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best new product and service ideas. The extra time you take in order to put together

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the best team will pay off in the long run.

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Organising a FORTH Kick-Off Workshop

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After the innovation assignment has been determined and the team has been put

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together, you have to organise a FORTH kick-off workshop. I usually implement a

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full-day programme whereby, together with the internal client, the project leader
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and the ideation team, we strive to achieve three things. Firstly, a good personal
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introduction is important to break through existing ways and to allow the participants
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to get acquainted in a creative way. Secondly, the team has to get acquainted with
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the content of the innovation assignment. In this respect the director or chairman of
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the board of directors or the branch manager has a huge role to play, especially when
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it is about innovations for a specific branch. It is their task to emphasise the urgency
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of the innovation assignment, to explain the innovation assignment and to reach
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an agreement after amendments have been made. Thirdly, it is very satisfying when
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you have determined, with the help of an excellent pre-analysis and some creative
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techniques, the possible innovation opportunities for the ideation team. This is
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done very practically by asking questions. Where are the greatest opportunities
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with regards to the innovation assignment? Which potential customer groups are
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we going to visit? Which customer groups, experts, organisations or companies will
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be a significant source of inspiration? How are we going to approach them? Chapter
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4 includes a practical checklist for the kick-off workshop.
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The duration of this process, until you have reached the kick-off stage, takes
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about five weeks. Chapter 4 explains the above-mentioned activities during the Full
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Steam Ahead stage, in more detail. At the end of the first stage your enthusiastic,
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multidisciplinary team will be ready to go on an innovation expedition.
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3.5 Observe and Learn
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A true voyage of discovery does not exist in the observing of new landscapes only, but in learning how
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to look at it differently.
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• (M. Proust, French writer)
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The essence of Stage 2 is to start viewing things differently, to detach yourself from
your own existing thought patterns about the market, and to gain new and fresh

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impressions. The core team members each explore a different innovation opportunity
and start to discover the market and the target group. They link their progress to

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each other and to the extended team members in Observe and Learn workshops.

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Figure 3.4 describes the themes, activities and the intended result. During this stage

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a new and renewed learning process is developed in three ways:

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1. Which trends and technology can we take advantage of?

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2. Who is the customer and what frictions are they struggling with?

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3. Which innovation opportunities offer promising perspectives?

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Meet the customer ‘live’

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Target group and in focus groups to

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discover relevant customer
needs
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Visit other companies and
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Customer insights sources of inspiration to
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explore the innovation
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opportunities
The innovation team has
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identified relevant insights and
promising opportunities
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Do an extensive web
search on trends,
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Sources of inspiration technology and the
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innovation opportunities
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Report the findings and
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learn in the observe learn
Trends and technology workshops with the whole
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team
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Figure 3.4 Stage 2: Observe and Learn
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Exploring Trends and Technology
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During the Observe and Learn stage it is not only educational but also meaningful
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to start exploring the different trends and technology which play a role in the
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domain, theme or markets of the innovation assignment. In this way the team gets
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an overall view of what is going on and promising trends and technology can be
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traced and given a role during the brainstorming sessions in the next stage.
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A Live Meeting with the Customer and with Focus Groups
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The fundamental question is: who are the customers and what are they concerned
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with? During the first stage it has been established who the target group is, but
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in this stage you meet with the customer personally. Within the organisation the
available market research poses a good starting point, as you can start with the

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question, ‘What do we learn from this?’ The ‘decision-making unit’ should also be
identified, as they are the officials who will make the decision whether to buy and

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or use the product and therefore have an influence on it.

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In the FORTH method, during the Observe and Learn stage, we have been using

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two very effective voice-of-customer techniques. Meeting the customer in person

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and finding out the frictions of the customer, with the help of focus groups, is most

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effective when wanting to create new product ideas. This has been confirmed by a

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recent (2008) American study concerning ideation techniques.

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For both the business-to-consumer and the business-to-business markets it is

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of the utmost importance to know how the product is being used or which role it
plays in a specific production process. The current behaviour of customers and the

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visible difficulties experienced create an excellent source of inspiration. In their

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regular jobs, not all ideation team members have had the opportunity to speak

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to customers. However, in this stage all core team members and extended team
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members will pay a visit to customers. In this way they will not only read about it in
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the market research, or see them in the focus group, but also get their own personal
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impression of the customer, their concerns and experiences, and in addition the
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members can also observe the customer closely.
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You can observe wild animals in the zoo, but this is comparable to market research
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– an easy start. However, a safari in Africa makes an unforgettable impression, far
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better than visiting any zoo. This also applies in this situation because personal
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contact with the target group creates fertile soil for new product ideas. It is also
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important to identify and visit different types of customers (non-customers, ex-
b.c

customers, small customers, major customers) in as many market sectors as possible.
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Chapter 5 includes a very usable model. The innovation assignment also gives
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direction. Visits to customers are done alone, or in pairs, after good preparation.
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The focus groups are a type of qualitative concept research whereby a group of
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customers are interviewed by the facilitator. The core team members only listen and
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observe closely. Directly after the interview they discuss the situation and the needs
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and frictions concerning the target group. Due to the fact that often more than
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one target group is mentioned in the innovation assignment, it means that a focus
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group is necessary for each target group. In Chapter 5 you will find a practical plan
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on how to identify customer frictions.
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b.c

Visits to Sources of Inspiration to Explore Innovation Opportunities
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All innovation opportunities must be explored by the core team members. They
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have to make contact with the selected sources of inspiration during the kick-off
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workshop and then visit them individually in order to explore the direction. In
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Robert G. Cooper and Scott Edgett (2008). Ideation for Product Innovation: What are the Best Methods? PDMA
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Visions, March.



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this way they search for the best practices in other companies and for valuable
experience from other people or companies. Their experiences are discussed in the

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Observe and Learn workshops when they can inform the core team members and
the extended team members of what they have discovered.

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Organising Observe and Learn Workshops

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The members of the core team go on ‘a hike’ for six weeks wherein they have to

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not only get new impressions but also capture them, even digitally. During this

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time the facilitator organises four Observe and Learn workshops where the core

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team members can share their experiences with each other and the extended team

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members. Under the guidance of the facilitator and during the last Observe and
Learn workshop they then choose the most promising innovation opportunities

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and customer frictions. These will then be placed under the spotlight during the

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brainstorming session in the next stage. This also applies to favourable trends and

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technologies. rpu
The process described above is very intensive and lasts six weeks. During this
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process the participants start getting new and different product ideas which they
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carefully record in an idea booklet. In Chapter 5 the activities during the Observe
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and Learn stage are described in more detail. At the end of the second stage the
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ideation team have already discovered promising and relevant customer frictions
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and innovation opportunities.
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3.6 Raise Ideas
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A pile of stones stops being a pile of stones the moment a single man looks at it and in his mind’s
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eye he sees the image of a cathedral.
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• (A. de Saint-Exupéry, French pilot/poet)
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This stage constitutes the pièce de résistance of the FORTH method. It consists of a
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two-day new product brainstorming session and a concept development workshop.
erp

The brainstorming session is where the new product ideas are actually prepared
ow

and developed into a product concept. These product concepts are then further
g

developed during the concept development workshop. The acquired customer
om

frictions, the involvement of outsiders and an effective creative process are all part
b.c

of the third stage. It is the creative peak of the journey.
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Organising a New Product Brainstorm
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m o

The new product concepts are developed during a two-day new product
b.c

brainstorming session which takes place in a suitable external brainstorming
rpu

location. The brainstorming session is led by the facilitator and supported by a
we

cartoonist – more about this at a later stage. Both the internal members as well
go



om
b.c
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as the outsiders participate. The group consists of a maximum of 14 people. It is
a carefully developed creative process in nine steps which was developed in my

we
go
brainstorming consultancy. The process starts with the introduction. As all the
internal participants already know each other from the kick-off workshop, it is

m
still necessary to have a personal introduction in order for the outsiders to get

.co
acquainted with them. After discussing the rules which will apply during the two-

ub
erp
day brainstorming session, the innovation assignment now takes place first. In the

ow
second phase the participants are once again inspired by the customer insights, the

g
investigated innovation opportunities and the trends and technology which were

m
discovered in the Observe and Learn stage. However, the outsiders are confronted

.co
with this information for the first time.

ub
erp
After a creative warming-up-of-the-mind session, the generating of new product
ideas is in full swing. At last the participants can, after six weeks, get rid of their new

ow
g
product ideas in a spontaneous ‘brain dump’. The outsiders will bring new ideas and

om
will inspire the insiders and vice versa. In the divergence phase which follows, the

b.c
participants, with the help of different brainstorming techniques, are led outside
rpu
the box. In this way many new and original product ideas are generated – 500 or
we

more ideas are not unusual. Subsequently, the convergence phase starts. All new
go

ideas are condensed into 25 or 30 idea directions. The participants choose the 12
m

idea-directions with the most potential and develop these into idea mind-maps.
.co

Day two starts with the participants being divided into four small groups to
ub

develop the idea mind-maps into concrete new business concepts. Well-prepared
erp

formats help them to develop all the relevant aspects of the new product or service.
ow

Furthermore, the participants add an image and create a sphere to their ideas with
g
om

the help of pictures, photos and cartoon sketches, and create a mood board. After
b.c

three sessions of one hour each, 12 concept boards are ready. The participants now
rpu

present their concepts during a short presentation and the concept boards are
we

improved with additions from the group. The concept boards are then evaluated
go

individually by each participant and their evaluation must be based on all the
m

criteria established in the innovation assignment at the beginning of the journey.
.co

Both reason and feeling play a conscious role during the evaluation and, based
ub

on this, the product concepts are ranked in order of attractiveness. During the
erp

completion of the process all developed product concepts are discussed in order
ow

of attractiveness and it is not uncommon that, at this point, a spontaneous ‘wow’
g

feeling develops. The participants end the new product brainstorming session with
om

a preview on the concept development workshop, weary, but extremely satisfied.
b.c
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The Concept Development Workshop
we
go

In the next stage the product concepts are tested by the target group. However,
m o

the product concepts must be presented in an appropriate way and for this reason
b.c

the FORTH method has added a one-day concept development workshop. At
rpu

this workshop the concept boards from the new product brainstorming sessions
we

are quickly converted into two-dimensional product sketches and descriptions,
go



om
b.c
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which characterise the concept well and in a language which the target group can
understand. The core team usually performs this task.

we
go
Chapter 6 describes the setting up and implementation of the new product
brainstorming session as well as the development workshop in more detail. At the

m
end of the third stage the ideation team have developed 12 attractive and practical

.co
concepts for innovative products or services.

ub
erp
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3.7 Test Ideas

g
m
.co
We did not do what the customer wanted. We did something better.

ub
erp
• (T. Hoff, Intel)

ow
g
How attractive are the new product concepts and how much do they really stand

om
out? A justifiable question and that is why it is good to reflect on the developed

b.c
concept, especially after the euphoria of the brainstorming session. Figure 3.5 shows
rpu
the themes, activities and result of this stage.
we
go
m

Test the concepts with
.co

Attractiveness for the
customers in focus groups
customer
ub

or online
erp
ow
g

Improve the concepts
3–5 most attractive concepts
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based on customer
Improve concepts have been improved and
feedback in the
b.c

selected
development workshop
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we
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Involve the client and
m

Management support project leader in choosing
.co

the 3–5 most attractive
concepts
ub
erp
ow

Figure 3.5 Stage 4: Test Ideas
g
om
b.c

Doing Qualitative Concept Research
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How attractive are the new product concepts? You have created them yourself and
go

therefore you are terribly enthusiastic about them. However, it is well-advised to
m
o

ask the customer’s opinion about it as well. In this way you receive useful feedback
b.c

about the possibilities and feasibility of the product concepts which can help in
rpu

improving or changing the product concept in the current ideation phase. Should
we

the opinion of the target group be mostly negative, then it is better to try to stop
go



om
b.c
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the concept at this early stage rather than spend much energy on it later during the
innovation process. There are exceptions, but more about that in Chapter 7.

we
go
The attractiveness is directly tested in the target group. Qualitative concept
research can happen quickly not only on a small scale, but also at the same time

m
in different countries or on different continents. The indicative character of the

.co
qualitative concept research during the ideation phase is no problem. The main

ub
erp
reason for the concept research is to get insight into why the customers find the

ow
new product concept attractive or not. For the testing of concepts in the business-

g
to-business target groups the preference is individual in-depth interviews. During

m
the interview the new concepts are presented one by one to individual respondents

.co
and this can be done at the customers’ work place or in a research room. Group

ub
erp
discussions with six to eight customers are also an excellent form of testing the
consumer products. A good independent market researcher will not allow individual

ow
g
opinions to be outweighed by a few extroverts, whom you will always find in a group.

om
The core participants of the ideation team can follow the individual interview live

b.c
and the advantage is that they find new inspiration and improvements immediately.
rpu
During the qualitative concept research the negative aspects are also pointed out,
we

but then that is what it is meant for.
go
m

Adjusting Negative Aspects
.co
ub

The first reaction of potential customers on the new product concepts often offers
erp

good suggestions for improvements. For this reason, directly following the qualitative
ow

research, an improvement workshop in order to develop the negative aspects is
g
om

held. During this workshop the results of the concept research are presented and
b.c

through a brainstorming session the core team members, as well as the extended
rpu

team members, find ways in which to adjust the negative aspects. At the end of this
we

improvement workshop a choice is made as to which three to five concepts will be
go

developed into mini new business cases in the next stage. Also, a ‘match’ is made
m

between the chosen concepts and the core team members who will be responsible
.co

for its development.
ub

The activities mentioned above (the qualitative concept research and the
erp

improvement workshop regarding the negative aspects) take place over a period
ow

of three weeks. Chapter 7 describes these activities during the stage Test Ideas, in
g

more detail. At the end of this second last stage the ideation team has tested 10 to
om

12 attractive new product concepts and have chosen three to five which will be
b.c

developed into mini new business cases.
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we
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3.8 Homecoming
m o
b.c

Dogs bark at what they do not recognise.
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• (Heraclitus, Greek philosopher)
we
go



om
b.c
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In the final stage of the FORTH innovation method you return home with your
tested product concepts as souvenirs, which you now present to the organisation.

we
go
The themes, activities and the result of the final stage are presented on Figure 3.6.
The attractive new product or service concepts with enough support now fill the

m
innovation pipeline. This stage is the climax of the journey.

.co
ub
erp
ow
Convince

g
Draw up mini new business

m
cases

.co
ub
erp
3-5 attractive innovative
Present mini new business concepts will be developed in

ow
Enthuse
cases to management the next stages of the

g
innovation process

om
b.c
Transfer the mini new
business cases to include
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Include in development them in the development
we

process process
go
m
.co

Figure 3.6 Stage 5: Homecoming
ub
erp
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Drafting Mini New Business Cases
g
om
b.c

During this stage the new product concepts are further developed by applying
rpu

the criteria regarding turnover, profit, feasibility and whether it fits into the
we

organisational strategy. On this basis the ideation team presents three to five new
go

product concepts, which will actually be developed. It is also important that the
m

concepts are presented in a recognisable and convincing way. An excellent way,
.co

taken from the Anglo-Saxon business world, is the business case: a clear, commercial,
ub

professional and financial base for new initiatives or new investments. I call it the
rp

mini new business case. Mini, because in this phase it is still only developed on
we

the surface. New, to distinguish it is a business case regarding a new concept rather
go
m

than, for example, an investment. The advantage of drafting mini new business
.co

cases for the ideation team is that they become aware of the fact that not only
ub

creative aspects, but also commercial, professional and financial aspects contribute
erp

to the decision to include the new concepts in the innovation process. In addition,
ow

it increases the power of your persuasion because you have based the attractiveness
g

of the concept on strategic, commercial, professional and financial indicators.
om
b.c
rpu
we
go



om
b.c
Holding Presentations for Line Management

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we
go
It is very important to get those who have not been working closely with the FORTH
innovation method enthusiastic about the concepts. For those who have ‘stayed at

m
home’ it is often nice to not only see the mini new business cases but also to get

.co
insight into the creative FORTH process which preceded it. An ‘outside the box’

ub
erp
presentation of the creative process, in the form of a guided tour in their own

ow
‘innovation room’, is usually a good start to get them involved. Next it is important

g
to present the mini new business cases of the chosen product concepts to the group

m
of line managers who will make the official decision as to whether the product will

.co
be developed or not (Gate 3: decision to develop).

ub
erp
Transferring of the Knowledge, Experience and Participants

ow
g
om
The ideation phase ends with the admission of the new product concepts into the

b.c
innovation process. In larger organisations a new team is set up for the product
rpu
development phase as it requires different skills and abilities. I strongly suggest that
we

you transfer the knowledge and experience gained with the creation and development
go

of the product concept to the development team. It is also advisable to allow a few
m

participants of the ideation team to continue working in the development team who
.co

are now responsible for the realisation of the concept. These participants already
ub

know the history and background of how the concept came into being and which
erp

characteristics played a role in the choice of these products. In the development
ow

team they fulfil the role of ‘concept guards’. So after the decision has been made
g
om

to develop the new product concepts, a transfer workshop can be organised to not
b.c

only transfer the responsibility from the ideation team to the development team
rpu

but also to secure the ‘soul’ of the concept.
we

The three activities in the last stage last about four weeks. Chapter 8 gives greater
go

clarification on the Homecoming. At the end of this, the fifth and last stage, the
m

ideation team have completed their task. Their journey has ended. Three to five
.co

attractive product or service concepts with enough support enter the innovation
ub

pipeline and can be developed further.
erp
ow
g
om
b.c
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we
go
m o
b.c
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we
go



om
b.c
3.9 Different Roles

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we
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The ideation team creates room for six different roles: the project leader (leader of
the expedition), the facilitator (the guide), the core members, the extended team

m
members and the outsiders. In addition there are the sponsors: those who do not

.co
participate in the ideation team but are very important for the ideation phase, such

ub
erp
as the general manager or the chairman of the board of directors, the top manager

ow
responsible for the end product and the managers who will decide which product

g
ideas will actually be developed later on in the innovation process. Following is a

m
description of each role and of the most important requirements necessary in order

.co
to create new products or services successfully.

ub
erp
1. The Internal Project Leader (the leader of the expedition)

ow
g
om
The internal project leader is the face of the project, responsible for the smooth

b.c
running of things and for achieving the result: three to five mini new business cases
rpu
on the date agreed upon. The project leader can either be a commercial line manager
we

for whose business unit, market or product group the innovation assignment is
go

being performed, or the innovation or new business development manager who
m

at the commission of the board of directors must lead the ideation phase group.
.co

He/she is responsible and will work closely with the internal or external facilitator
ub

during the ideation phase. The project leader also has the total financial budget for
erp

the journey at his/her disposal. As project leaders are so much involved they need to
ow

have the ability to motivate, enthuse and be able to be strict when someone wants
g
om

to cross the line. The time involved during the 20 weeks amounts to 40 days.
b.c
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Table 3.1 Other leaders of expeditions
go
m

When? Who? What?
.co

1495 bc Hatsheput Discovered the ‘Point’, currently Somalia
ub

323 bc Alexander the Great Conquered Small Asia and India
erp
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948 ad Erik de Rode Discovered Greenland
g

1001 ad Leif Erikson First European in north America
om

1299 ad Marco Polo Discovered the way to China and Asia overland
b.c
rpu

1460 ad Prince Hendrik Travelled along the west coast of Africa
we

1487 ad Bartolomeus Diaz Discovered the most southern point of Africa
go

1492 ad Christopher Columbus Discovered central America
m

1498 ad Vasco da Gama Discovered a sea route to India
.co
ub

1502 ad Amerigo Vespucci Discovered north and south America
erp

1519 ad Ferdinand Magellan Sailed around the world
w
go



om
b.c
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Table 3.1 Concluded

we
go
When? Who? What?
1530 ad Francisco Pizarro Conquered the Inca kingdom

m
.co
1596 ad Willem Barentsz Discovered a sea at Nova Zembla

ub
1608 ad Henry Hudson Discovered the coastline of north America

erp
1642 ad Abel Tasman Found Tasmania and New Zealand

ow
g
1779 ad James Cook Discovered New Zealand and the Pacific Ocean

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1871 ad David Livingstone Explored central Africa

b.c
1909 ad Robert Peary First to reach the North Pole

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1911 ad Roald Amundsen First to reach the South Pole

go
1912 ad Robert Scott Second to reach the South Pole

m
1953 ad Edmund Hillary Reached the top of Mount Everest

.co
1969 ad Neil Armstrong ub
First man on the moon
erp
Source: Voyage of Exploration (www.mediatheek.thinkquest.nl)
ow
g
om
b.c

2. The Facilitator (the guide)
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we

The innovation facilitator is an expert in the application of ideation techniques,
go

supervision of creative workshops and in the drafting of mini new business cases
m

during the ideation phase. Preferably the facilitator has gained experience in line
.co

management. Although the facilitator can be someone from within the company
ub

the preference still goes to an external person as they can force a breakthrough
erp

more easily. Do not take the role of the facilitator too lightly as not everyone who
ow

has attended a basic course in creative thinking can be an experienced facilitator.
g

In paragraph 3.10 more detail about the role of the facilitator will be given. If you
om

are considering using the FORTH method on a regular basis then you should also
b.c

consider training internal facilitators for this purpose. The time involved during the
rpu

20 weeks amounts to 30 days.
we
go

3. Core Team Members
m
.co
ub

The internal core team members are recruited on the basis of their specific
erp

expertise, their personal skills and from the perspective of good balance within the
ow

team. They are involved with the content and they participate in all stages from
g

beginning to end. The time expected from them amounts to 25 days during the
om

20 weeks, a quarter of their time spent at work. The time varies during each stage.
b.c

The investigation during the Observe and Learn stage and drafting the mini new
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business cases requires most of their time.
we
go



om
b.c
4. Extended Team Members

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we
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The internal extended team members are recruited on the basis of their position,
experience and overview. The internal client can also be an extended team member

m
who participates in the ideation process. Extended team members are usually

.co
managers from higher ranks who either directly or indirectly have an interest in the

ub
erp
ideation project. During the 20 weeks, the time expected from them amounts to

ow
seven days, a tenth of their working time, calculated from the kick-off workshop.

g
m
5. Outsiders

.co
ub
erp
The outsiders are recruited with a specific goal in mind, determined on the one hand
by the content of the innovation assignment and on the other hand by their skills

ow
g
and special expertise. The external participants are only involved in the Raise Ideas

om
stage, in other words during the two-day brainstorming session and the concept

b.c
development workshop. rpu
we

6. Sponsors
go
m

In order to ensure the success of the FORTH innovation method it is of the utmost
.co

importance to have the support of the general director, chairman of the board of
ub

directors, the top managers who have the final responsibility, and the managers
erp

who in one way or another have to make official decisions regarding the innovation
ow

process. The start of this process requires, especially in larger organisations, a good
g
om

run-up to ensure that these managers openly support the process. Perseverance
b.c

from the sponsors and their indispensable support is essential in order to get the
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cooperation of the department managers to ‘free up’ their co-workers for 25 days
we

(during 15 weeks, calculated from the kick-off workshop), in order to participate in
go

the ideation team. This applies especially to business units and departments who
m

are not affected directly at the start of the FORTH method.
.co
ub
erp

3.10 The Role of the FORTH Facilitator
ow
g

The facilitator does not only supervise the complete FORTH process in all its stages
om

but also functions as the partner and confidant of the project leader of the ideation
b.c

team. A good facilitator is very important and should not be underestimated.
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we
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m
.co
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erp
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b.c
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Underestimating the Success Factor of the

we
Facilitator

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The name of our agency is self-explanatory: FLEX/theINNOVATIONLAB. As an industrial

m
.co
development agency we are concerned with the development of new innovative consumer

ub
products, packaging and professional products on a daily basis. We also actively apply various

erp
brainstorming techniques. We are critical users of these kinds of methods. This leads to the

ow
fact that we are sometimes not satisfied with our results. We, the participants, can also be

g
disappointed when we are not guided by a well qualified person during the brainstorming

m
session which then leads to poor results.

.co
ub
I was invited by a client to participate, as an outsider, in a two-day new product

erp
brainstorming session with an international party as participant and as observer. There were

ow
many participants and the ambition was large: the development of various totally new

g
product concepts. The background of the participants was diverse – from marketing, sales

om
to new production. The great thing about the session was that the facilitator was able
b.c
to involve all the participants actively for two days. The various brainstorming techniques
rpu
were not unknown, but the combination and the way in which these techniques were
we

used, was very convincing. For two days a high energy level was maintained: a condition
go

necessary for a successful session, which in reality hardly ever happens. The facilitator was
m
.co

never vague about the subject matter as he had great insight. With this he created a good
ub

balance between the abstract and the concrete. The new product brainstorming session
erp

created a well-defined concept with which the client could work directly. Personally, I have
ow

experienced this procedure differently in other companies.
g
om

Finally, I, as an outsider, am very positive about the method followed and I would like to see
b.c

all development projects start in this way. I believe that the role of the facilitator is still an
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underestimated factor in the success of the method.
we
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Jeroen Verbrugge
m

Director
.co

FLEX/theINNOVATIONLAB
ub
erp
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g

The FORTH process consists of the innovation focus workshop, the kick-off
om

workshop, the four Observe and Learn workshops, a two-day brainstorming session,
b.c

a concept development workshop and an improvement workshop, with four days
rpu

to draw up mini new business cases and a presentation to the management. In
we

order to facilitate all these meetings effectively, it demands from the facilitator the
go

following three aspects:
m
o
b.c

1. application of creative think techniques in the most effective way;
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2. monitoring all participants enthusiastically and involving them in the process,
we

and
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om
b.c
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3. monitoring the group in the light of steering the innovation assignment in the
best possible and feasible direction.

we
go
This demands a great deal of skill from the facilitator, especially at those

m
meetings where the whole group is present. Beware of the many pitfalls which

.co
befell me. Together with the FORTH facilitators, whom I trained in 2010, we have

ub
erp
compiled a list of 25 personal tips which will help you to facilitate the FORTH

ow
process successfully.

g
m
.co
ub
Personal Tips to Be a Successful FORTH Facilitator

erp
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1. Choose the way of working which suits you best.

g
2. Know yourself well, and how you come across to others, so that you can act upon

om
that and always stay genuine and be yourself.
3.
b.c
Be open to ideas or suggestions from the group to adapt the process. Do not
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always try to keep to the programme you have set.
we

4. Give the opposite energy to the group. If the group is too busy/active: be calm. If
go

the group is too calm, be more active and energetic.
m

5. Time box. Make sure everybody knows what the time limits for different assignments
.co

are. Always have a clock available, whereby you and the participants can see how
ub

much time is left.
erp

6. Always explain what you are going to do and why. People come with different
ow

expectations and information and want to know what is going to happen. Explain
g
om

what brainstorming techniques are and give examples of what is expected at the
b.c

end.
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7. Give everyone the same colour post-its and pen so that it does not stand out
whose idea it is and it will not influence the choices.
we

8. Always write legibly. This is a rule which is often broken!
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9. First check with the project leader, who knows the participants better than you,
m
.co

before dividing them into teams.
ub

10. Choose appropriate music to create the best atmosphere (lively, energetic, calm,
rp

relaxing).
we

11. Make sure it is enjoyable. Fun promotes good results.
go

12. Take control of the process and not of each individual, as everyone needs some
m

space. Expect the unexpected, as it doesn’t always go the way you’ve planned it.
.co

13. During disagreements in the group, follow your own instinct, opinion and feeling.
ub

Remind them of the agreement to be respectful towards one another.
erp

14. Give credit where appropriate, stimulate, motivate and enthuse the group
ow

publicly.
g
om

15. Apply a time limit, especially when someone takes their time, by indicating: ‘You
b.c

have one minute left – give us the three most important points’. If necessary use
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a timer.
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om
b.c
16. Let the group do the work. For example, ask them for their help by letting

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them count the number of stickers on the concept evaluation board. In this way

we
everybody stays involved and busy.

go
17. Keep the pace going, otherwise it becomes too long-winded and boring. Always be

m
one step ahead and make sure that you apply the next technique immediately.

.co
18. Ask the group for help if you are not sure how to carry on. This is powerful and

ub
effective because even the facilitator does not know everything.

erp
19. Always treat everyone with respect but be sure to point out things of which you

ow
do not approve.

g
m
20. Pay attention to the body language of the participants.

.co
21. Constantly check what the groups are working on so that, if necessary, you can

ub
guide them.

erp
22. Allow people to choose which innovation opportunity, idea or concept board they

ow
want to work on. If you allow them to do this then they can choose not only that

g
which they have a passion for but also what they have knowledge of which will

om
lead to good results.

b.c
23. Be present, but not obtrusive. Trust in the quality of the group and allow them to
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work independently. Intervene only when it is really necessary.
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24. Give the project leader and the client a ‘wild card’ during the selection process, as
go

in this way you also make the division of roles clear.
m

25. Preparation, preparation, preparation.
.co
ub
erp
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3.11 Properties of the Journey
g
om
b.c

In this chapter we have discussed the different stages of the FORTH innovation
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method. The managing of the ideation phase of the process is the managing of
we

paradoxes, obvious opposites. The journey knows both hard and soft properties. The
go

most important characteristics of the five stages have been summarised in Figure
m

3.7. Although it involves hard work, it is neither a beach holiday nor an endless trek
.co

through the jungle hoping to get to the end. It is an expedition – purposeful and
ub

adventurous – even though you sometimes tread on unknown territory. The good
erp

news is that all FORTH expeditions have returned home successfully. Furthermore,
ow

all participants have described it as an unforgettable journey. Experiencing the
g

journey is for many just as important as reaching the destination successfully.
om

In the next chapter we start with Stage 1: Full Steam Ahead.
b.c
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we
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m o
b.c
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b.c
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Hard properties
Hard properties Soft properties
Soft properties

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Specific smart innovation assignment
Specific smart innovation assignment Common travel destination
Common travel destination

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Clear evaluation criteria
Clear evaluation criteria Off the beaten track
Off the beaten track

m
.co
Clear, tightly directed process
Clear, tightly directed process Inspiration from other sectors
Inspiration from other sectors

ub
Five defined stages
Five defined stages Searching for the customer's soul
Searching for the customer's soul

erp
Customer insights are recorded
Customer insights are recorded Space to be silly
Space to be silly

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External experts are involved
External experts are involved Group formation and team building
Group formation and team building

g
m
Purposeful creativity
Purposeful creativity Results in shared vision
Results in shared vision

.co
500 ideas
500 ideas Mutual trust and appreciation
Mutual trust and appreciation

ub
12 concepts boards
12 concepts boards Fun
Fun

erp
Customers test the concepts
Customers test the concepts Team members feel really proud
Team members feel really proud

ow
g
Senior management participates
Senior management participates Lots of energy for the next step
Lots of energy for the next step

om
The expedition always returns
The expedition always returns

b.c
Mini new business cases
Mini new business cases rpu
3–5 new concepts fill the innovation pipeline
3-5
we
go
m

Figure 3.7 The hard and soft properties of ‘the journey’
.co
ub
erp
ow
g
om
b.c
rpu
we
go
m
.co
rp ub
we
go
m
.co
ub
erp
ow
g
om
b.c
rpu
we
go


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