Scanning and design thinking: organizational roles for innovation

What is it about?

New product development (NPD) within the scope of hidden needs always carries a higher risk of failure to achieve market penetration compared with NPD that relies on apparent needs because the hidden needs may or may not be genuine. Who takes the initiative in challenging NPD to meet hidden needs, despite the high risk of failure? The purpose of this paper is to first suggest innovations generated through scanning can cover the most difficult and uncertain areas in practice compared with design thinking and, second, to uncover what people in different occupations expect of NPD based on future scenarios.

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Why is it important?

This study shows some common and different points between scanning and design thinking by using a theoretical framework of product-market strategies. Also, this study reveals who will lead innovation based on foresight in business.