Implementation of lead users into management practice

Continuous technological change, globalization as well as the individualization of the consumer’s needs are essential factors requiring the development of new, innovative products and services. Though, new product development implies an inherent risk of failure and necessitates to consider internal and external actors within the innovation process to increase the likelihood of matching the customer's needs. In order to cope with these challenges, firms open their innovation process, utilize local knowledge and integrate external stakeholders, especially users. One special type of these are 'lead users' who face needs before the market and benefit from developed solutions. Thus, they are willing to cooperate with companies. Pioneering lead user innovations have been identified in the field of extreme sports (e.g. mountain biking, snowboarding, kite surfing) as well as household or office equipment (e.g. coffee filter, TipEx). Common examples of firms which have successfully integrated lead users are 3M, Johnson & Johnson or Hilti. Nevertheless, beyond these standard examples it is unclear if the integration of lead users is a frequently, systematically used approach in practice, especially in view of recent developments like open collaborative innovation and new mechanisms like crowdsourcing, netnography or online communities, which have facilitated the integration of lead users. Besides, few examples - except the standard ones - of companies successfully integrating lead users, especially in Germany, are well-known.

Correspondingly, the superordinate research question is: How is the lead user approach implemented in business practice after thirty years of research? We aim to answer the question, if the approach is known at all as well as: Are companies willing to implement it? Furthermore, we analyze which preconditions should exist to successfully conduct a lead user project. Finally, we aim to identify advancements of the lead user approach in practice in order to adapt the theoretical process.

After conducting an extensive pre-study (literature review, expert interviews), a quantitative online survey (n=249) was executed in order to analyze the publicity and implementation of this approach as well as the firms’ openness to apply it. This study clarified, that the approach is comparatively less known. However, great potential for further implementation exists due to the companies’ openness to integrate lead users. Firms that already conducted lead user projects evaluate this approach very positive and provide indications regarding the essential challenges and risks of integrating lead users (e.g. difficult identification, insufficient implementation of the project’s results, wrong comprehension of lead users). Furthermore, we see that every second company changes its process compared to the lead user process established in theory (Lüthje, Herstatt 2004). Thus, we conducted a subsequent case study analysis with 17 expert interviews. As a result we enhance the lead user process adding a fifth implementation phase as well as adapting the particular (sub)phases to the requirements identified in practice. Moreover, we develop a best practice for the implementation of the lead user approach into innovation practice (including required conditions and checklist at the end of every phase). The results of this study essentially contribute to scientific research as well as business practice.

Peer-reviewed Journal Artikel

• Lehnen, J.; Schmidt, T.S.; Herstatt, C. (2016): Bringing agile project management into lead user projects. International Journal of Product Development, Vol. 21, Nos. 2/3, 212–232.

Fachartikel

• Lehnen, J.; Herstatt, C. (2016): Heute entwickeln, was morgen gefragt ist - Integration fortschrittlicher Lead User in die Innovationsentwicklung. t&m – Technologie & Management, 65 [3], 30-31.
• Lehnen, J.; Baal, A.; Herstatt, C.; Loos, J.-P. (2015): Kundenintegration in der Luftfahrtbranche - Produktentwicklung bei der Lufthansa Technik AG. Wissenschaftsmanagement - Zeitschrift für Innovation, 21 [4], 50-53 [forthcoming].
• Lehnen, J.; Ehls, D.; Herstatt, C. (2015): Kundenorientierte Produktentwicklung – Vom qualifizierten Anwenderwissen der Lead User profitieren. Ideen- und Innovationsmanagement, 41 [4], 138-141.

Arbeitspapiere

• Schmidt, T.S.; Lehnen, J.; Herstatt, C. (2015): Projektmanagement im Innovationsprozess – Analyse des Managements von Innovationsprojekten am Beispiel des Lead User-Ansatzes. Working Paper No. 90, Technology and Innovation Management, Hamburg University of Technology.
• Lehnen, J.; Ehls, D.; Herstatt, C. (2014): Implementation of lead users into management practice – A literature review of publications in business press. Working Paper No. 78, Technology and Innovation Management, Hamburg University of Technology.

Konferenzbeiträge

• Lehnen, J.; Herstatt, C. (2016): Thirty years lead user research - an empirical study of its implementation level in business practice. Open and User Innovation Conference 2016, Boston, USA.
• Lehnen, J.; Herstatt, C. (2015): The lead user approach in innovation practice: Nice-to-know or must-have? The 13th International Open and User Innovation Meeting 2015, Lisbon, Portugal.
• Lehnen, J.; Ehls, D.; Herstatt, C. (2014): Implementation of lead users into management practice - An analysis in the German-speaking area. 12th Annual Open and User Innovation Conference 2014, Boston, USA.
• Lehnen, J.; Ehls, D.; Herstatt, C. (2014): How is the lead user approach implemented in practice? The R&D Management Conference 2014, Stuttgart, Germany.

Blogeinträge

• Lehnen, J. (2015): Die Anwendung des Lead User-Ansatzes in der Innovationspraxis – Eine Studie der TUHH. Gastbeitrag im Blog der innosabi GmbH, München, Germany.