Oftentimes top management neglects the fuzzy front end of product development. Marketing is not involved in fuzzy front end activities. At the same time there is evidence that investments in the fuzzy front end pay off during the latter process. Late involvement of top management or the marketing function leads to unnecessary rework and delays and leaves developers frustrated. This paper discusses particularities of the fuzzy front end of product development and a leverage effect of the fuzzy front end on product development success. Implications for managers are derived.
