Concept generation is the foundation of successful innovation, linking a recognized problem to the development of a viable solution. This systematic process moves companies beyond identifying a need to actively creating a portfolio of potential responses. It fuels product development and allows organizations to maintain relevance in a rapidly changing market.
Defining Concept Generation
Concept generation is the systematic process of creating a diverse collection of potential solutions, or concepts, in response to a defined user need or problem statement. Often called ideation, the fundamental purpose of this phase is to seek a wide breadth of possibilities without initially judging their practicality.
The objective is primarily to achieve quantity, ensuring a broad range of approaches is explored before resources are committed to development. Each concept approximates the technology, working principles, and form of a product, outlining how it might satisfy customer needs. Generating many options increases the probability of discovering novel and effective solutions.
Where Concept Generation Fits in the Innovation Process
Concept generation is situated directly after the initial discovery and definition phases of the typical product development or design thinking framework. It follows extensive research focused on understanding user needs and clearly defining the problem. Without a well-articulated problem statement, the ideation process lacks necessary focus and direction.
This phase acts as a bridge between problem understanding and solution validation, preceding the resource-intensive stages of prototyping and testing. Once concepts are generated, the focus shifts to feasibility testing and evaluation to determine which ideas are technically possible and commercially desirable. A robust concept generation phase ensures subsequent efforts are focused on the most promising ideas.
Core Methodologies for Generating Concepts
Brainstorming and Brainwriting
Brainstorming is a group creativity technique where participants freely suggest ideas related to a specific problem in a spontaneous, verbal setting. The method relies on deferred judgment, meaning all ideas are welcomed and recorded without criticism to encourage a free flow of thought. This technique is effective for rapid divergence and generating a large volume of initial ideas.
Brainwriting serves as a structured alternative that addresses limitations of verbal brainstorming, such as vocal participants dominating the discussion. In this method, ideas are written down silently and independently before being shared. This approach ensures equal input from all team members and allows time for deeper contemplation, often leading to a greater number of original concepts.
SCAMPER Technique
The SCAMPER technique is a structured framework used to modify and improve an existing product, service, or process by applying seven thought-provoking lenses. The acronym prompts users to systematically ask questions about the subject: Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse. This method forces a re-evaluation of established assumptions.
For example, applying the ‘Put to another use’ lens might lead a company to create footwear from recycled ocean waste, repurposing discarded material. Similarly, the ‘Combine’ aspect encourages merging elements, such as integrating a wallet feature into a smartphone case. Methodically working through the seven prompts helps teams unlock novel ways to alter a familiar concept.
Mind Mapping
Mind mapping is a visual technique that expands an idea from a central core problem outward into related sub-topics and potential solutions. The process begins with the central challenge placed in the middle of a page, from which main branches representing major themes are drawn. New ideas are added as sub-branches, creating a hierarchical, non-linear structure.
This visual organization aids concept generation by illustrating the connections and relationships between ideas. The technique encourages users to follow chains of association, which can reveal overlooked areas of exploration. Mind mapping is frequently used to structure the output of a brainstorming session or to explore the full scope of a problem.
Synectics
Synectics is a structured problem-solving method that emphasizes the use of analogies and metaphors to generate new ideas. The goal is to make the strange familiar and the familiar strange, thereby breaking established patterns of thought. Drawing connections between unrelated fields provides radical insights into a problem.
A facilitator guides participants through using analogies, such as personal, direct, or fantasy analogies, to gain a fresh perspective. For instance, a design team might use the analogy of a mollusk’s shell to inspire a new structural design for a protective casing. The emotional and irrational components of the problem are emphasized to stimulate deeper creative output.
Lateral Thinking and Random Input
Lateral thinking is an approach to problem-solving that moves away from conventional logic to explore indirect and unorthodox approaches. This method generates ideas by changing the conceptual framework used to view a problem, rather than optimizing within the existing frame. A common technique involves introducing a random input, such as a word or object, that has no obvious connection to the problem.
The team is then forced to create a conceptual link between the random input and the problem statement, which breaks fixed mental patterns. For example, if the problem is improving luggage design and the random input is “honeycomb,” the team might consider hexagonal structures for lightweight strength. This deliberate disruption helps shift perspective and uncover hidden solutions.
Strategies for Maximizing Idea Quality
Successful concept generation relies on carefully managed sessions that cultivate an environment conducive to creativity. Session objectives must be clearly articulated and communicated beforehand, ensuring all participants understand the scope and constraints of the problem. Setting a clear time limit for the generation phase helps maintain focus and urgency.
Facilitation plays a significant role in managing group dynamics, particularly by enforcing the rule of deferred judgment to create a psychologically safe space for sharing unconventional ideas. Ensuring diversity within the group, including varying professional backgrounds and ways of thinking, increases the breadth and originality of the concepts generated. This diversity of perspective challenges groupthink.
Concept Screening and Evaluation
Once a large portfolio of concepts has been generated, the next step is concept screening, which filters the ideas down to a manageable number of viable candidates. Rigorous evaluation is required to prevent the allocation of resources to poorly conceived ideas. The process moves from the initial goal of maximizing quantity to prioritizing quality.
Concepts are assessed against predefined criteria, typically falling into three major categories:
- Technical feasibility: Determines if the concept can be built with current technology and financial resources.
- Market desirability: Assesses the strength of the user need and commercial potential.
- Strategic alignment: Ensures the concept fits with the organization’s long-term business goals and brand identity.
Initial filtering often uses simple ranking or scoring models, where concepts are rated against the criteria to force a relative selection before deeper validation is pursued.