Front-end Sustainability: Initiating the right sustainable projects - Revision history

Kristine Fisker at 21:53, 9 May 2023

2023-05-09T21:53:46Z

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	==Limitations==		==Limitations==
	There are several limitations to doing sustainability-driven front-end innovation in projects, programs, and portfolios. One limitation is the challenge of balancing between challenging and maintaining the established, which is often one of the greatest challenges faced by innovation managers<>. Another limitation is the still-lacking incentive structures for ambitious sustainability innovation projects that aim at benefits beyond the individual organization. Additionally, larger companies may have difficulties in allowing the sustainability driven innovation process to be open, informal, and creative. Finally, there may be a tendency for businesses to push out radical innovations, especially in larger organizations that take longer to change and adapt, making it challenging to embrace the opportunity of increasing pressures to transition, creating push-back on radical innovations.		There are several limitations to doing sustainability-driven front-end innovation in projects, programs, and portfolios. One limitation is the challenge of balancing between challenging and maintaining the established, which is often one of the greatest challenges faced by innovation managers<ref name=DDC2021/>. Another limitation is the still-lacking incentive structures for ambitious sustainability innovation projects that aim at benefits beyond the individual organization. Additionally, larger companies may have difficulties in allowing the sustainability driven innovation process to be open, informal, and creative. Finally, there may be a tendency for businesses to push out radical innovations, especially in larger organizations that take longer to change and adapt, making it challenging to embrace the opportunity of increasing pressures to transition, creating push-back on radical innovations.

	== References ==		== References ==
	<references />		<references />

Kristine Fisker: /* Limitations */

2023-05-09T21:52:52Z

Limitations

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 ==Limitations==
+There are several limitations to doing sustainability-driven front-end innovation in projects, programs, and portfolios. One limitation is the challenge of balancing between challenging and maintaining the established, which is often one of the greatest challenges faced by innovation managers<>. Another limitation is the still-lacking incentive structures for ambitious sustainability innovation projects that aim at benefits beyond the individual organization. Additionally, larger companies may have difficulties in allowing the sustainability driven innovation process to be open, informal, and creative. Finally, there may be a tendency for businesses to push out radical innovations, especially in larger organizations that take longer to change and adapt, making it challenging to embrace the opportunity of increasing pressures to transition, creating push-back on radical innovations.
 == References ==
 <references />

Kristine Fisker: /* 3. Open up to external collaborative innovation */

2023-05-09T21:48:14Z

3. Open up to external collaborative innovation

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	====Mission Driven Innovation====		====Mission Driven Innovation====
	Mission Driven Innovation rallies an ecosystem of stakeholders around common missions, achieved through a portfolio of projects<ref name=Mision>Danish Design Center, and OECD Mission Action Lab. 2022. “Mission Playbook. A Design-Driven Approach to Launching and Driving Missions.” Retrieved May 4, 2023 (https://ddc.dk/tools/missions-playbook-a-design-driven-approach-to-launching-and-driving-missions/).</ref>. Coined by Professor Mariana Mazzucato of UCL, it is now utilized by the European Union<ref name=Mazzucato2018>Mazzucato, Mariana. 2018. “Mission-Oriented Research & Innovation in the European Union.” Publications Office of the European Union.</ref>, OECD<ref name=Bason2021/>, the Danish Design Center and more. A guide to establishing a Mission Driven Innovation ecosystem can be found in the Danish Design Center playbook [https://ddc.dk/tools/missions-playbook-a-design-driven-approach-to-launching-and-driving-missions/ here].		Mission Driven Innovation rallies an ecosystem of stakeholders around common missions, achieved through a portfolio of projects<ref name=Mision>Danish Design Center, and OECD Mission Action Lab. 2022. “Mission Playbook. A Design-Driven Approach to Launching and Driving Missions.” Retrieved May 4, 2023 (https://ddc.dk/tools/missions-playbook-a-design-driven-approach-to-launching-and-driving-missions/).</ref>. Coined by Professor Mariana Mazzucato of UCL, it is now utilized by the European Union<ref name=Mazzucato2018>Mazzucato, Mariana. 2018. “Mission-Oriented Research & Innovation in the European Union.” Publications Office of the European Union.</ref>, OECD<ref name=Bason2021/>, the Danish Design Center and more. A guide to establishing a Mission Driven Innovation ecosystem can be found in the Danish Design Center playbook [https://ddc.dk/tools/missions-playbook-a-design-driven-approach-to-launching-and-driving-missions/ here].

			By collaborating with an ecosystem of relevant stakeholders, organizations can leverage diverse perspectives, resources, and expertise to achieve greater impact and innovation. This approach also helps organizations to stay relevant and responsive to changing societal needs and demands and mitigate risk of being out-competed by growing sustainability pressures.

	==Limitations==		==Limitations==

Kristine Fisker: /* 3. Open up to external collaborative innovation */

2023-05-09T21:45:42Z

3. Open up to external collaborative innovation

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	===3. Open up to external collaborative innovation===		===3. Open up to external collaborative innovation===
	[[File:MissionDrivenInnovation.png\|~~400px~~\|thumb\|right\|~~Sustainable development illustration. By VectorMine from dribbble.com~~]]		[[File:MissionDrivenInnovation.png\|350px\|thumb\|right\|Mission Driven Innovation framework by the Danish Design Center<ref name=Mision/>]]
	The next step to true sustainability impact of projects, programs and portfolios is working collaboratively across organizations, as the scope of the long-term, complex and systemic sustainability challenges is beyond what a single organization, government or individual can solve alone <ref name=Bason2023/>. Approaches include '''stakeholder involvement in sustainability innovation'''<ref name=Juntunen2019>Juntunen, Jouni K., Minna Halme, Angelina Korsunova, and Risto Rajala. 2019. “Strategies for Integrating Stakeholders into Sustainability Innovation: A Configurational Perspective.” Journal of Product Innovation Management 36(3):331–55.</ref>, '''[http://wiki.doing-projects.org/index.php/Logical_Framework_Approach_in_Project_Planning Logical Framework LFA]''', '''Open Innovation'''<ref name=Sherwin2017/>. This article will focus on an emerging approach, that is gaining increasing support; Mission Driven Innovation.		The next step to true sustainability impact of projects, programs and portfolios is working collaboratively across organizations, as the scope of the long-term, complex and systemic sustainability challenges is beyond what a single organization, government or individual can solve alone <ref name=Bason2023/>. Approaches include '''stakeholder involvement in sustainability innovation'''<ref name=Juntunen2019>Juntunen, Jouni K., Minna Halme, Angelina Korsunova, and Risto Rajala. 2019. “Strategies for Integrating Stakeholders into Sustainability Innovation: A Configurational Perspective.” Journal of Product Innovation Management 36(3):331–55.</ref>, '''[http://wiki.doing-projects.org/index.php/Logical_Framework_Approach_in_Project_Planning Logical Framework LFA]''', '''Open Innovation'''<ref name=Sherwin2017/>. This article will focus on an emerging approach, that is gaining increasing support; Mission Driven Innovation.

	====Mission Driven Innovation====		====Mission Driven Innovation====
	Mission Driven Innovation rallies an ecosystem of stakeholders around common missions, achieved through a portfolio of projects<ref name=>Danish Design Center, and OECD Mission Action Lab. 2022. “Mission Playbook. A Design-Driven Approach to Launching and Driving Missions.” Retrieved May 4, 2023 (https://ddc.dk/tools/missions-playbook-a-design-driven-approach-to-launching-and-driving-missions/).</ref>. Coined by Professor Mariana Mazzucato of UCL, it is now utilized by the European Union<ref name=Mazzucato2018>Mazzucato, Mariana. 2018. “Mission-Oriented Research & Innovation in the European Union.” Publications Office of the European Union.</ref>, OECD<ref name=Bason2021/>, the Danish Design Center and more. A guide to establishing a Mission Driven Innovation ecosystem can be found in the Danish Design Center playbook [https://ddc.dk/tools/missions-playbook-a-design-driven-approach-to-launching-and-driving-missions/ here].		Mission Driven Innovation rallies an ecosystem of stakeholders around common missions, achieved through a portfolio of projects<ref name=Mision>Danish Design Center, and OECD Mission Action Lab. 2022. “Mission Playbook. A Design-Driven Approach to Launching and Driving Missions.” Retrieved May 4, 2023 (https://ddc.dk/tools/missions-playbook-a-design-driven-approach-to-launching-and-driving-missions/).</ref>. Coined by Professor Mariana Mazzucato of UCL, it is now utilized by the European Union<ref name=Mazzucato2018>Mazzucato, Mariana. 2018. “Mission-Oriented Research & Innovation in the European Union.” Publications Office of the European Union.</ref>, OECD<ref name=Bason2021/>, the Danish Design Center and more. A guide to establishing a Mission Driven Innovation ecosystem can be found in the Danish Design Center playbook [https://ddc.dk/tools/missions-playbook-a-design-driven-approach-to-launching-and-driving-missions/ here].

	==Limitations==		==Limitations==

Kristine Fisker at 21:44, 9 May 2023

2023-05-09T21:44:44Z

← Older revision		Revision as of 21:44, 9 May 2023
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	===3. Open up to external collaborative innovation===		===3. Open up to external collaborative innovation===
			[[File:MissionDrivenInnovation.png\|400px\|thumb\|right\|Sustainable development illustration. By VectorMine from dribbble.com]]
	The next step to true sustainability impact of projects, programs and portfolios is working collaboratively across organizations, as the scope of the long-term, complex and systemic sustainability challenges is beyond what a single organization, government or individual can solve alone <ref name=Bason2023/>. Approaches include '''stakeholder involvement in sustainability innovation'''<ref name=Juntunen2019>Juntunen, Jouni K., Minna Halme, Angelina Korsunova, and Risto Rajala. 2019. “Strategies for Integrating Stakeholders into Sustainability Innovation: A Configurational Perspective.” Journal of Product Innovation Management 36(3):331–55.</ref>, '''[http://wiki.doing-projects.org/index.php/Logical_Framework_Approach_in_Project_Planning Logical Framework LFA]''', '''Open Innovation'''<ref name=Sherwin2017/>. This article will focus on an emerging approach, that is gaining increasing support; Mission Driven Innovation.		The next step to true sustainability impact of projects, programs and portfolios is working collaboratively across organizations, as the scope of the long-term, complex and systemic sustainability challenges is beyond what a single organization, government or individual can solve alone <ref name=Bason2023/>. Approaches include '''stakeholder involvement in sustainability innovation'''<ref name=Juntunen2019>Juntunen, Jouni K., Minna Halme, Angelina Korsunova, and Risto Rajala. 2019. “Strategies for Integrating Stakeholders into Sustainability Innovation: A Configurational Perspective.” Journal of Product Innovation Management 36(3):331–55.</ref>, '''[http://wiki.doing-projects.org/index.php/Logical_Framework_Approach_in_Project_Planning Logical Framework LFA]''', '''Open Innovation'''<ref name=Sherwin2017/>. This article will focus on an emerging approach, that is gaining increasing support; Mission Driven Innovation.

Kristine Fisker: /* 3. Open up to external collaborative innovation */

2023-05-09T21:43:08Z

3. Open up to external collaborative innovation

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 To do this, methods such as '''[http://wiki.doing-projects.org/index.php/Scenario_Planning Scenario Planning]''' (developing and analyzing different future scenarios to understand potential risks and opportunities) and '''[http://wiki.doing-projects.org/index.php/The_Delphi_Technique_in_Project_Management The Delphi Technique]''' (involves gathering expert opinions through a series of questionnaires or interviews) or '''[http://wiki.doing-projects.org/index.php/Future_workshop_method the Future Workshop Method]''' (co-creating a desirable future and finding steps to implement it).
 ===3. Open up to external collaborative innovation===
-The next step to true sustainability impact of projects, programs and portfolios is working collaboratively across organizations, as the scope of the long-term, complex and systemic sustainability challenges is beyond what a single organization, government or individual can solve alone <ref name=Bason2023/>. Approaches include '''stakeholder involvement in sustainability innovation'''<ref name=Juntunen2019>Juntunen, Jouni K., Minna Halme, Angelina Korsunova, and Risto Rajala. 2019. “Strategies for Integrating Stakeholders into Sustainability Innovation: A Configurational Perspective.” Journal of Product Innovation Management 36(3):331–55.</ref>, '''[http://wiki.doing-projects.org/index.php/Logical_Framework_Approach_in_Project_Planning Logical Framework LFA]'', Open Innovation<ref name=Sherwin2017/>. This article will focus on an emerging approach, that is gaining increasing support; Mission Driven Innovation.
+The next step to true sustainability impact of projects, programs and portfolios is working collaboratively across organizations, as the scope of the long-term, complex and systemic sustainability challenges is beyond what a single organization, government or individual can solve alone <ref name=Bason2023/>. Approaches include '''stakeholder involvement in sustainability innovation'''<ref name=Juntunen2019>Juntunen, Jouni K., Minna Halme, Angelina Korsunova, and Risto Rajala. 2019. “Strategies for Integrating Stakeholders into Sustainability Innovation: A Configurational Perspective.” Journal of Product Innovation Management 36(3):331–55.</ref>, '''[http://wiki.doing-projects.org/index.php/Logical_Framework_Approach_in_Project_Planning Logical Framework LFA]''', '''Open Innovation'''<ref name=Sherwin2017/>. This article will focus on an emerging approach, that is gaining increasing support; Mission Driven Innovation.
 ====Mission Driven Innovation====
+Mission Driven Innovation rallies an ecosystem of stakeholders around common missions, achieved through a portfolio of projects<ref name=>Danish Design Center, and OECD Mission Action Lab. 2022. “Mission Playbook. A Design-Driven Approach to Launching and Driving Missions.” Retrieved May 4, 2023 (https://ddc.dk/tools/missions-playbook-a-design-driven-approach-to-launching-and-driving-missions/).</ref>. Coined by Professor Mariana Mazzucato of UCL, it is now utilized by the European Union<ref name=Mazzucato2018>Mazzucato, Mariana. 2018. “Mission-Oriented Research & Innovation in the European Union.” Publications Office of the European Union.</ref>, OECD<ref name=Bason2021/>, the Danish Design Center and more. A guide to establishing a Mission Driven Innovation ecosystem can be found in the Danish Design Center playbook [https://ddc.dk/tools/missions-playbook-a-design-driven-approach-to-launching-and-driving-missions/ here].
 ==Limitations==

Kristine Fisker at 21:31, 9 May 2023

2023-05-09T21:31:55Z

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 To do this, methods such as '''[http://wiki.doing-projects.org/index.php/Scenario_Planning Scenario Planning]''' (developing and analyzing different future scenarios to understand potential risks and opportunities) and '''[http://wiki.doing-projects.org/index.php/The_Delphi_Technique_in_Project_Management The Delphi Technique]''' (involves gathering expert opinions through a series of questionnaires or interviews) or '''[http://wiki.doing-projects.org/index.php/Future_workshop_method the Future Workshop Method]''' (co-creating a desirable future and finding steps to implement it).
-===3. Move from a reactive to a pro-active, value-focused strategy===
+===3. Open up to external collaborative innovation===
+The next step to true sustainability impact of projects, programs and portfolios is working collaboratively across organizations, as the scope of the long-term, complex and systemic sustainability challenges is beyond what a single organization, government or individual can solve alone <ref name=Bason2023/>. Approaches include '''stakeholder involvement in sustainability innovation'''<ref name=Juntunen2019>Juntunen, Jouni K., Minna Halme, Angelina Korsunova, and Risto Rajala. 2019. “Strategies for Integrating Stakeholders into Sustainability Innovation: A Configurational Perspective.” Journal of Product Innovation Management 36(3):331–55.</ref>, '''[http://wiki.doing-projects.org/index.php/Logical_Framework_Approach_in_Project_Planning Logical Framework LFA]'', Open Innovation<ref name=Sherwin2017/>. This article will focus on an emerging approach, that is gaining increasing support; Mission Driven Innovation.
 ====Mission Driven Innovation====
 OECD Mission Action Lab.
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 ==Limitations==
 "The tools required for this can perhaps be mastered more easily in big, resourceful companies, but larger companies may have difficulties in allowing the eco-innovation process to be open, informal and creative, aspects which contributed positively to the success of novel eco- innovations." (<ref name=Bocken2014> Bocken, N. M. P., M. Farracho, R. Bosworth, and R. Kemp. 2014. “The Front-End of Eco-Innovation for Eco-Innovative Small and Medium Sized Companies.” Journal of Engineering and Technology Management 31:43–57. </ref>)

Kristine Fisker: /* 2.e Consider the future */

2023-05-09T21:23:07Z

2.e Consider the future

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	Another commonly mentioned aspect of creating conditions for a good front-end innovation process, is considering the future. This is especially relevant in sustainability driven front-end innovation because the solutions being developed are intended to address long-term environmental and social challenges. It is essential to take a forward-looking perspective that accounts for potential future scenarios and considers how the innovation being developed can be resilient and adaptable over time, and planning ahead for the increasing pressures on unsustainable products.		Another commonly mentioned aspect of creating conditions for a good front-end innovation process, is considering the future. This is especially relevant in sustainability driven front-end innovation because the solutions being developed are intended to address long-term environmental and social challenges. It is essential to take a forward-looking perspective that accounts for potential future scenarios and considers how the innovation being developed can be resilient and adaptable over time, and planning ahead for the increasing pressures on unsustainable products.

	To do this, methods such as [http://wiki.doing-projects.org/index.php/Scenario_Planning ~~scenario planning~~]~~, futures thinking, and backcasting can be used. Scenario planning involves~~ developing and analyzing different future scenarios to understand potential risks and opportunities~~, while futures thinking involves anticipating~~ and ~~shaping future trends and developments~~. ~~Backcasting~~ involves ~~envisioning~~ a desirable future ~~state~~ and ~~working backwards to identify the~~ steps ~~needed to reach that state. These methods help~~ to ~~ensure that sustainability-driven innovation is future-oriented and can withstand potential changes or disruptions~~.		To do this, methods such as '''[http://wiki.doing-projects.org/index.php/Scenario_Planning Scenario Planning]''' (developing and analyzing different future scenarios to understand potential risks and opportunities) and '''[http://wiki.doing-projects.org/index.php/The_Delphi_Technique_in_Project_Management The Delphi Technique]''' (involves gathering expert opinions through a series of questionnaires or interviews) or '''[http://wiki.doing-projects.org/index.php/Future_workshop_method the Future Workshop Method]''' (co-creating a desirable future and finding steps to implement it).

	===3. Move from a reactive to a pro-active, value-focused strategy===		===3. Move from a reactive to a pro-active, value-focused strategy===

Kristine Fisker: /* 2. Create conditions for explorative Front-End Innovation */

2023-05-09T21:15:24Z

2. Create conditions for explorative Front-End Innovation

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	If you as a manager have been convinced of the potential value of prioritizing front-end eco-innovation, next step is to figure out how to systematically do so.		If you as a manager have been convinced of the potential value of prioritizing front-end eco-innovation, next step is to figure out how to systematically do so.

	====2.a Focusing on ~~purpose~~, by setting priorities and goals====		====2.a Focusing on value, by setting priorities and goals====
	Focusing on ~~purpose/benefits~~, prioritizing and goal setting is key to avoiding assuming solutions. Good management of priorities and goals for the organization portfolio, for programs within the portfolio, and for individual projects is commonly described as a key step to successfully achieving impact towards sustainability<ref name=UNCompass/><ref name=P5/><ref name=Stock2017> Stock, Tim, Michael Obenaus, Amara Slaymaker, and Günther Seliger, 2017. ''A Model for the Development of Sustainable Innovations for the Early Phase of the Innovation Process'', Procedia Manufacturing 8:215–22. Available at: https://www.sciencedirect.com/science/article/pii/S2351978917300331?via%3Dihub</ref><ref name=P5> Green Project Management GPM. 2019. “P5TM Standard for Sustainability in Project Management Version 2.0.”</ref>. This can sound obvious, but explicitly formulating and prioritising goals is instrumental in keeping employees and external stakeholders aligned on the desired outcome, to ensure working in the same direction, to avoid excessive scope creep, and to avoid fixating on specific solution paths rather than desired outcomes.		Focusing on value, prioritizing and goal setting is key to avoiding assuming solutions. Good management of priorities and goals for the organization portfolio, for programs within the portfolio, and for individual projects is commonly described as a key step to successfully achieving impact towards sustainability<ref name=UNCompass/><ref name=P5/><ref name=Stock2017> Stock, Tim, Michael Obenaus, Amara Slaymaker, and Günther Seliger, 2017. ''A Model for the Development of Sustainable Innovations for the Early Phase of the Innovation Process'', Procedia Manufacturing 8:215–22. Available at: https://www.sciencedirect.com/science/article/pii/S2351978917300331?via%3Dihub</ref><ref name=P5> Green Project Management GPM. 2019. “P5TM Standard for Sustainability in Project Management Version 2.0.”</ref>. This can sound obvious, but explicitly formulating and prioritising goals is instrumental in keeping employees and external stakeholders aligned on the desired outcome, to ensure working in the same direction, to avoid excessive scope creep, and to avoid fixating on specific solution paths rather than desired outcomes.

	'''The UN Sustainable Development Goals''' is one of the most recognized set of defined sustainability goals with defined indicators for each goal. The '''[https://sdgcompass.org/ SDG Compass]''' is a systematic guide for businesses to use the SDGs to define priorities, set goals and integrate them into operations. The SDG-compass process is summarized briefly in the wiki-article [http://wiki.doing-projects.org/index.php/Sustainability_in_Project_and_Portfolio_Management Sustainability in Project and Portfolio Management]. The '''[https://timreview.ca/article/1222 SDG-check]''' for guiding open innovation is another guide with templates for using the SDGs specifically in the front-end of open innovation projects<ref name=VonGeibler2019>Von Geibler, Justus, Julius Piwowar, and Annika Greven. 2019. “The Sdg-Check: Guiding Open Innovation towards Sustainable Development Goals.” Technology Innovation Management Review 9(3):20–37. Available at: https://timreview.ca/article/1222.</ref>.		'''The UN Sustainable Development Goals''' is one of the most recognized set of defined sustainability goals with defined indicators for each goal. The '''[https://sdgcompass.org/ SDG Compass]''' is a systematic guide for businesses to use the SDGs to define priorities, set goals and integrate them into operations. The SDG-compass process is summarized briefly in the wiki-article [http://wiki.doing-projects.org/index.php/Sustainability_in_Project_and_Portfolio_Management Sustainability in Project and Portfolio Management]. The '''[https://timreview.ca/article/1222 SDG-check]''' for guiding open innovation is another guide with templates for using the SDGs specifically in the front-end of open innovation projects<ref name=VonGeibler2019>Von Geibler, Justus, Julius Piwowar, and Annika Greven. 2019. “The Sdg-Check: Guiding Open Innovation towards Sustainable Development Goals.” Technology Innovation Management Review 9(3):20–37. Available at: https://timreview.ca/article/1222.</ref>.
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	'''Methodologies for managing value-based priorities and goals''' include Requirement Management, [http://wiki.doing-projects.org/index.php/Goal_Hierarchy Goal Hierachy], and [http://wiki.doing-projects.org/index.php/Benefits_Realisation_Management_(BRM) Benefits Realization Management (BRM)], [http://wiki.doing-projects.org/index.php/OKR_-_Objectives_and_Key_Results Objectives and Key Results (OKR)].		'''Methodologies for managing value-based priorities and goals''' include Requirement Management, [http://wiki.doing-projects.org/index.php/Goal_Hierarchy Goal Hierachy], and [http://wiki.doing-projects.org/index.php/Benefits_Realisation_Management_(BRM) Benefits Realization Management (BRM)], [http://wiki.doing-projects.org/index.php/OKR_-_Objectives_and_Key_Results Objectives and Key Results (OKR)].

	====2.b ~~Apply design competencies to manage front-end innovation====~~		====2.b Establish a Front-End Innovation Unit====
	The 'fuzzy' front-end can in fact become less fuzzy, and can be flexibly managed with appropriate tools, skillets and experience. Design has become the main framework for managing innovation, and designers and design engineers are increasingly utilized for their competencies and methodologies in navigating and facilitating value-based concept exploration and the complexity and uncertainty of front-end innovation<ref name=Hernandez2018/>, increasingly also within the public sector<ref name=Bason2021>Bason, Christian. 2021. “The Diversity of Design Toolkits in the Public Sector.” OECD Observatory of Public Sector Innovation. Retrieved May 4, 2023 (https://oecd-opsi.org/blog/the-diversity-of-design-toolkits-in-the-public-sector/).</ref>. A designer can facilitate and manage the process for teams of field-specific and environmental specialists.

	~~====2.c The~~ Front-End Innovation Unit====
	Several sources suggest a small Front-End Innovation/Delivery Unit/Lab/Incubator, including McKinsey<ref name=Morris2017/> and the Danish Design Center<ref name=Bason2023> Bason, Christian. 2023. “Embracing a New Leadership Role for the Future: Mission Managers.” Danish Design Center. Retrieved May 3, 2023 (https://ddc.dk/mission-managers/) </ref> and others<ref name=Sherwin2017/>. This team should be dedicated to systematically working with the front-end, to ensure official responsibility for exploring the front-end, before project scopes are assumed, and to build front-end competencies within the organization. Because the ideal pace of front-end innovation is iterative and rapid, a smaller team is preferred. '''Recommendations and insights for managers of innovation units''' can be found in a report by the Danish Design Center "''Diving deep into corporate innovation''"<ref name=DDC2021> Danish Design Center. 2021. Diving Deep into Corporate Innovation. Copenhagen. Available at: https://ddc.dk/analysis-diving-deep-into-corporate-innovation/</ref>. Having a front-end sustainability unit can be considered for actively managing the implementation of development plans<ref name=Morris2017/>.		Several sources suggest a small Front-End Innovation/Delivery Unit/Lab/Incubator, including McKinsey<ref name=Morris2017/> and the Danish Design Center<ref name=Bason2023> Bason, Christian. 2023. “Embracing a New Leadership Role for the Future: Mission Managers.” Danish Design Center. Retrieved May 3, 2023 (https://ddc.dk/mission-managers/) </ref> and others<ref name=Sherwin2017/>. This team should be dedicated to systematically working with the front-end, to ensure official responsibility for exploring the front-end, before project scopes are assumed, and to build front-end competencies within the organization. Because the ideal pace of front-end innovation is iterative and rapid, a smaller team is preferred. '''Recommendations and insights for managers of innovation units''' can be found in a report by the Danish Design Center "''Diving deep into corporate innovation''"<ref name=DDC2021> Danish Design Center. 2021. Diving Deep into Corporate Innovation. Copenhagen. Available at: https://ddc.dk/analysis-diving-deep-into-corporate-innovation/</ref>. Having a front-end sustainability unit can be considered for actively managing the implementation of development plans<ref name=Morris2017/>.

	====2.d Allowing process flexibility and pivoting====		====2.c Allowing process flexibility and pivoting====
	[[File:Sustainable FrontEnd Development.png\|500px\|thumb\|right\|Figure 3: A model for the front-end sustainability driven innovation proces<ref name=Stock2017/>.]]		[[File:Sustainable FrontEnd Development.png\|500px\|thumb\|right\|Figure 3: A model for the front-end sustainability driven innovation proces<ref name=Stock2017/>.]]

	Numerous sources emphasize the importance of flexibility in early stages of front-end innovation<ref name=Olsson2006/><ref name=P5/><ref name=Stock2017/> <ref name=Steinert2012>Steinert, Martin, and Larry John Leifer. 2012. “‘Finding One’s Way’: Re-Discovering a Hunter-Gatherer Model Based on Wayfaring.” International Journal of Engineering Education 28(2).</ref>. Process flexibility is important because it allows for experimentation, learning, and adaptation, which are necessary for developing innovative and sustainable solutions. The needed flexibility includes the ability to iterate and change course based on feedback and new information. Flexibility is exactly what can enable project teams to explore multiple options and strategies before committing to a particular course of action, which can increase the likelihood of identifying the most effective and sustainable solution.		Numerous sources emphasize the importance of flexibility in early stages of front-end innovation<ref name=Olsson2006/><ref name=P5/><ref name=Stock2017/> <ref name=Steinert2012>Steinert, Martin, and Larry John Leifer. 2012. “‘Finding One’s Way’: Re-Discovering a Hunter-Gatherer Model Based on Wayfaring.” International Journal of Engineering Education 28(2).</ref>. Process flexibility is important because it allows for experimentation, learning, and adaptation, which are necessary for developing innovative and sustainable solutions. The needed flexibility includes the ability to iterate and change course based on feedback and new information, as illustrated by for example the hunter-gatherer model<ref name=Steinert2012/>. Flexibility is exactly what can enable project teams to explore multiple options and strategies before committing to a particular course of action, which can increase the likelihood of identifying the most effective and sustainable solution.

	Figure 3 illustrates an iterative sustainability focused front-end processes, driven by different activities and aspects.		Figure 3 illustrates an iterative sustainability focused front-end processes, driven by different activities and aspects, though it should be noted that to structure the front-end process in an agile, flexible manner will be based on context and require an experienced design and innovation facilitator to do meaningfully.
	The ~~hunter~~-ga
			====2.d Employ design competencies to manage front-end innovation====
			The 'fuzzy' front-end can in fact become less fuzzy, and can be flexibly managed with appropriate tools, skillets and experience. Design has become the main framework for managing innovation, and designers and design engineers are increasingly utilized for their competencies and methodologies in navigating and facilitating value-based concept exploration and the complexity and uncertainty of front-end innovation<ref name=Hernandez2018/>, increasingly also within the public sector<ref name=Bason2021>Bason, Christian. 2021. “The Diversity of Design Toolkits in the Public Sector.” OECD Observatory of Public Sector Innovation. Retrieved May 4, 2023 (https://oecd-opsi.org/blog/the-diversity-of-design-toolkits-in-the-public-sector/).</ref>. A designer can facilitate and manage the process for teams of field-specific and environmental specialists.

	====2.e Consider the future====		====2.e Consider the future====
	~~Future forecasting~~		Another commonly mentioned aspect of creating conditions for a good front-end innovation process, is considering the future. This is especially relevant in sustainability driven front-end innovation because the solutions being developed are intended to address long-term environmental and social challenges. It is essential to take a forward-looking perspective that accounts for potential future scenarios and considers how the innovation being developed can be resilient and adaptable over time, and planning ahead for the increasing pressures on unsustainable products.

			To do this, methods such as [http://wiki.doing-projects.org/index.php/Scenario_Planning scenario planning], futures thinking, and backcasting can be used. Scenario planning involves developing and analyzing different future scenarios to understand potential risks and opportunities, while futures thinking involves anticipating and shaping future trends and developments. Backcasting involves envisioning a desirable future state and working backwards to identify the steps needed to reach that state. These methods help to ensure that sustainability-driven innovation is future-oriented and can withstand potential changes or disruptions.

	===3. Move from a reactive to a pro-active, value-focused strategy===		===3. Move from a reactive to a pro-active, value-focused strategy===

Kristine Fisker: /* 2.d Allowing process flexibility and pivoting */

2023-05-09T21:00:27Z

2.d Allowing process flexibility and pivoting

← Older revision		Revision as of 21:00, 9 May 2023
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	[[File:Sustainable FrontEnd Development.png\|500px\|thumb\|right\|Figure 3: A model for the front-end sustainability driven innovation proces<ref name=Stock2017/>.]]		[[File:Sustainable FrontEnd Development.png\|500px\|thumb\|right\|Figure 3: A model for the front-end sustainability driven innovation proces<ref name=Stock2017/>.]]

	Numerous sources emphasize the importance of flexibility in early stages of front-end innovation<ref name=Olsson2006/><ref name=P5/><ref name=Stock2017/> <ref name=Steinert2012>Steinert, Martin, and Larry John Leifer. 2012. “‘Finding One’s Way’: Re-Discovering a Hunter-Gatherer Model Based on Wayfaring.” International Journal of Engineering Education 28(2).</ref>. Process flexibility is important because it allows for experimentation, learning, and adaptation, which are necessary for developing innovative and sustainable solutions. The needed flexibility includes the ability to iterate and change course based on feedback and new information. Flexibility is exactly what can enable project teams to explore multiple options and strategies before committing to a particular course of action, which can increase the likelihood of identifying the most effective and sustainable solution. Figure 3		Numerous sources emphasize the importance of flexibility in early stages of front-end innovation<ref name=Olsson2006/><ref name=P5/><ref name=Stock2017/> <ref name=Steinert2012>Steinert, Martin, and Larry John Leifer. 2012. “‘Finding One’s Way’: Re-Discovering a Hunter-Gatherer Model Based on Wayfaring.” International Journal of Engineering Education 28(2).</ref>. Process flexibility is important because it allows for experimentation, learning, and adaptation, which are necessary for developing innovative and sustainable solutions. The needed flexibility includes the ability to iterate and change course based on feedback and new information. Flexibility is exactly what can enable project teams to explore multiple options and strategies before committing to a particular course of action, which can increase the likelihood of identifying the most effective and sustainable solution.

			Figure 3 illustrates an iterative sustainability focused front-end processes, driven by different activities and aspects.
			The hunter-ga

	====2.e Consider the future====		====2.e Consider the future====