SWIFT – Sorting through and evaluating the new ideas

How do you evaluate the merit of a new concept for a product or service at the fuzzy front end? One very effective way to do this is to apply the SWIFT method (Dorval and Lauer, 2006).

To begin, you must first have completed the ideation process, that is, ideas have already been generated via brainstorming or other technique, and the best ones have been screened. The concept statement is clearly written, and individual key words from the statement are defined and understood by all team members. The SWIFT methodology can then be applied to these concepts.

SWIFT = Strengths, Weaknesses, Individuality, Fixes and Transformation

Strengths – The group lists all of the strengths about the particular concept. Begin each statement with “It might work because…” Why does it seem like a good idea? What about this concept will help it get through later NPD phases? Why will others like it (employers, distributors, customers, users)? Beginning with strengths causes the team to avoid negative responses to new ideas.

Weaknesses – The group then lists all of the weak points of the concept. Begin each statement with “It might not work because…”What problems are foreseen? What NPD hurdles may result? What objections may others have to the concept? Try to rank order the list to be used in a later stage.

Individuality – The group then lists all the elements which make the concept novel or different (from other products or other new ideas). What does the concept have which others do not? How does this concept differ from the others? Individuality is not the same as strengths. All concepts may have the same strengths. Individuality identifies what makes each idea unique.

Fixes – The team now moves from evaluation to development, by finding fixes to the weaknesses previously identified. Work on the top two or three weaknesses which may be show-stoppers or may prevent success. How can the weakness be turned into a strength? How can it be eliminated? Is there a way to eliminate it which is difficult or painful? The team can begin to see how a particular concept may not so good after all.

Transformation – The team now goes back to the original concept statement and reworks it to encompass the changes which have been made. Does it still sound like a good idea? Does it still hit the target? Has some key aspect of the idea been lost?

If this methodology makes sense to you and seems like a good idea you can read detailed instruction and examples in the PDMA Toolbook 2 for New Product Development, Chaper 10.