The nature of market visioning for technology-based radical innovation

• Published in: The Journal of product innovation management Vol. 18; no. 4; pp. 231 - 246
• Main Authors: O'Connor, Gina Colarelli, Veryzer, Robert W.
• Format: Journal Article
• Language: English
• Published: Oxford, UK Blackwell Publishing 01.07.2001
• ISSN: 0737-6782; 1540-5885
• DOI: 10.1111/1540-5885.1840231

The ability to link advanced technologies to market opportunities is a crucial aspect of radical innovation. When markets do not yet exist, it is difficult to persevere, given organizational pressures for immediate profit. To study this problem, eleven radical innovation projects are examined in nine large, mature organizations in a real‐time field setting. The sample is augmented by interviews of four additional individuals who have repeated experiences in linking advanced technologies to markets. From results that are qualitative in nature, four themes emerge. First, vision is built and sustained through a variety of mechanisms that may operate in combination or serially. Second, there are a number of roles that individuals play in creating and evangelizing a vision through an organization. Third, there exist a few tools and methods for aiding in developing visions that are not dependent strictly on individual initiative, but these are not systematically employed by organizations. Finally, visions undergo a process of validation and internal acceptance that may depend heavily on reaching out beyond the familiar customer/market set of the firm. Building on these themes, we derive two sets of insights. The first identifies three different ways that visions might develop. We did not discover a singular process across firms or even within a single firm by which visions develop. Second, we identify three elements that occur when a vision is formulated and utilized in organizations: Motivation, Insight and Elaboration. Thus a vision does not arise through a single creative leap, but develops over time and requires focus, discipline, energy, and the involvement of many people. Awareness of this conceptual underpinning of visioning may help managers understand how to encourage this activity and help sustain long‐term growth and renewal in their organizations.