Capability building in Fuzzy Front End management in a high technology services company

This study analyzes the Fuzzy Front End (FFE) management process of a multinational company of high-tech services. We evaluate the adherence of the enablers reported in the literature of FFE management in this company's innovation process. We choose, from literature, a framework of FFE's management in order to guide the interviews with managers. The interviews provide information could be possible to identify some enablers which are full adopted by the company, although adopted with different terminology, or are partially adopted. At the same time it is possible to verify which part of the FFE process is more structured and which one should be improved in the company. The framework allows to capture the holistic view of the FFE's enablers application in the company. As a result of this paper is an outline of the theoretical elements adherence practiced in the company, as well as the gaps, providing support to improve the FFE process in the company. Finally, based on this case study, we present some suggestions to improve the theoretical framework on FFE management process. For example it was identified that the opportunities selection is informal, and could be more formalized.