The document discusses different approaches to ideation and innovation, including venture teams, innovation teams, Kaizen, TRIZ, brainstorming, knowledge management, open innovation, crowdsourcing, co-creation, business design, and collaborative reconstruction. Each approach is defined and the reasons for and processes involved are outlined. The approaches range from incremental and continuous improvement methods like Kaizen to more open and collaborative approaches integrating internal and external stakeholders such as co-creation and collaborative reconstruction.

1. types of
ideation
( ersion 0 9)(version 0.9)

2. Ideation is the
process in which
new mental
models are
creation
created
creation
0 10 1
chaos order
(fonte: Jason Theodor)

3. The traditional
i ti
Incremental
innovation
management
divides ideas in:
Incremental ideas are improvements that create
upon the already established context.
S b t ti l id d t
Substancial
Substantial ideas expand or create new
adicional value to na existing context
Disruptive ideas is the creation of “something”
th t t t t
Disruptive
that creates a new context.

5. how?how?

6. A “creative portfolio” is unique
for each company and is similar
to the art of cooking We haveto the art of cooking. We have
several ingredients, only the right
dosage and combination of eachdosage and combination of each
of them creates the delicious e
worthwhile result.o t e esu t

7. 1st
ingredient

8. Ideation is the process of
generation, developmentg , p
and communication,
transforming insights intransforming insights in
things.

9. venture
teams

10. What are?
Ventures teams are teams of
specialist with the objective of implementing a
chosen b siness plan of an idea Normall thechosen business plan of an idea. Normally the
concept has a high potential and could
generate possible conflicts with the culture
and processes of the Core Company (OldCO).

11. Wh ?
Venture Teams
Why?
M ilit d f th ti f id• More agility and focus on the execution of ideas
• Creation of an alternative culture
• Utilization of OldCO resources to establish the new business
• Richness of multidisciplinary teamsp y
• Agile Project management
• Focus on implementation with certain risk of not valorizing
new potential ideas
Mainly works with internal teams and stakeholders• Mainly works with internal teams and stakeholders
• Limited level of experimentation

12. PProcess
Venture Teams
Integration of
“new branch” in
OldCO
Execution
Idea selected by
OldCO; business
Team formed by
OldCOOldCO; business
plan elaborated
OldCO
Creation of
NewCo

13. innovation
tteams

14. ?What are?
I ti tInnovation teams are employees
of an organization that work in a predefined
functional structure dedicated to inspirefunctional structure dedicated to inspire,
collect, create and integrate new ideas and
business opportunities.

15. Wh ?
Innovation Teams
Why?
Cl d fi d l• Clear defined goal
• Communicates and reinforces the importance of innovation in the
organization
• Multidisciplinary teamp y
• More free access to information (matrix structure)
• Risk of unmotivated teams
• Team has high expectation that ideas are implemented and valued
• Team members question existing career models• Team members question existing career models
• Team often composed by political choice or by employees from
stereotyped functions ( “creative people”)
• No participation of external stakeholders
(customers, not customers, partners, influencers of business)

16. Process
Innovation Teams
Ideas presented
to company
and prioritized
by a committee
Closed pre
defined creative
Idea generation
defined creative
team

17. kaizenkaizen

18. What is?
KAIZENKAIZEN originated in Japan in the 80’s.
It is a process of continuous improvements
where the “status quo” is questionedwhere the status-quo is questioned
constantly. KAIZEN focus on organizational
process and on the individuals who execute it.

19. h ?
KAIZEN
Why?
• Focuses on incremental improvements to gain productivity• Focuses on incremental improvements to gain productivity
• Tangibilization of process and measuring of the output
• Importance in improving the people and the process
• Focus on the collective and discipline
• Goal to increase the individual moral
• Often utilizes “suggestion boxes” to collect ideas
Not open to experimentation of new processes
• Often applied in low growth industriesOften applied in low growth industries

20. Process
KAIZEN
KAIZEN
philosophy and
project planning
Ideas are
presented and
implemented
Collective moral
boosting and
training
Generation of
(incremental)
ideas at Kaizen
events andtraining events and
“suggestion
boxes”

21. TRIZTRIZ

22. What is?
TRIZ started in engineering with the focus
on “inventive problem solving”. It presents a
systematic approach to provide incentives and
apply an algorithmic approach to the invention
of new systems, and the refinement of existingy , g
ones.

23. h ?
TRIZ
Why?
• Uses systematic pre-defined model-based technologyUses sys e a c p e de ed ode based ec o ogy
• Focuses on solving of dilemmas, trade-offs and problems
• Identification of pattern and algorithm to increase problem
solving
Due to structural approach TRIZ eliminates the need for• Due to structural approach TRIZ eliminates the need for
super-creative people and intuition
• Certain super simplification of the complex system and
naturally focuses on the most practical solution and low risky p
• Works with known premises, focuses on collective work and
in house staff "experts“
• Deductive reasoning

24. Process
TRIZ
Knwon
problem,
dilema
Solution of the
specific
Definition of
problem
Generalization Problem
solution of the
general

25. brain
stormingg

26. What is?
Brainstorming is a group creativity
technique to explore the collective creative by
fcollecting the maximum quantity of ideas to
solve predetermined problems.

27. h ?
brainstorming
Why?
• Reinforces the importance of innovation in the organization• Reinforces the importance of innovation in the organization
• Focus on the quantity (goal) and not necessary on the quality
of ideas
• Prioritization during the session can limit potential ideas
• Cross stimulation between the participating team members
• Rules are theoretically clearly defined (equality etc).
• Induced predefined initial premises
• Internal group with no participation of external stakeholdersInternal group with no participation of external stakeholders
• Problem-solving process of a known problem, contexts and
circumstance

28. Process
brainstorming
Definied
problem
Prioritization ofPrioritization of
ideas and
creation of a
“top rated list”
Definition of the
problem
Brainstorming

29. knowledge
mangement

30. What is?
knowledge management
Knowledge Management
comprises a range of strategies and practices
fused in an organization to identify, create,
represent, distribute, and enable adoption of
insights and experiences.g p
(source: wikipedia)

31. h ?
knowledge management
Why?
• Main focus is on capturing data, information to value knowna ocus s o cap u g da a, o a o o a ue o
existing experiences and amplify the creation of new
knowledge
• Generally requires a robust technology infrastructure
Mapping of organization information flux and social interaction• Mapping of organization information flux and social interaction
• Reduce rework and increase efficiency through the application
of good and best practices
• Impacts the whole organizationp g
• Increases transparency in the organization
• Difficulty to prioritize process in the day by day work flow (lack
of time, angst, status, mood and career)
• Focus on dissemination and seldom on the interpretation and• Focus on dissemination and seldom on the interpretation and
appreciation

32. Process
knowledge management
Strategic objective
IT infrastrucutre
Publication
Complementation
and adjustments
Collection of data,
information and
experiences Review and
interpretation

33. openp
innovation

34. What is?
open innovation
O I tiOpen Innovation is a movement of
the technology industry and focus on the
generation of ideas and solutions It utilizes angeneration of ideas and solutions. It utilizes an
open environments with the participation of
experts and enablers such suppliers,
universities and research centers. Open
Innovation focuses on “importation” and
“exportation” of knowledge as well as patentsp g p
to leverage innovation.

35. h ?
open innovation
Why?
• Access to external expertise• Access to external expertise
• Integration of external stakeholders
• Reduction of R&D investments
• Increases of T2M
• Capture new ideas and patents through technology transferCapture new ideas and patents through technology transfer
agreements (royalties)
• Increases the dynamic between the organization and market
• Problem solving with pre-defined premises
• Transaction costs can be high (patents intellectual propertyTransaction costs can be high (patents, intellectual property,
contracts with partners)
• Important to balance the risk of "leakage“ from idea to market versus
ability to implement the idea before the competition
• Open innovation is an action strategy can be combined with otherOpen innovation is an action strategy can be combined with other
tools, like TRIZ to improve the definition of the initial problem

36. Process
open innovation

37. crowd
sourcing

38. What is?
Crowdsourcing is the process of
"outsourcing" tasks to a large group of
people It as pop lari ed b online platformspeople. It was popularized by online platforms
as InnoCentive that manages the distributed
problem solving process by promoting
contests.

39. h ?
crowdsourcing
Why?
• Closing the gap between professional and amateurs• Closing the gap between professional and amateurs
• Problem solving process
• Process for outsourcing jobs and quick access to external
knowledge ("collective intelligence")
O t it t d i t t d l t k i kl• Opportunity to reduce investment and solve tasks more quickly
• Strengthen of ties with the brand
• Identification of talents
• Depends on the motivation and free time of the crowd
• Not always has a financial reward for the participants
• Limited contracts and agreements regarding intellectual property
• Ideas are filtered by the organization based on the initial defined
problem solving premisesp g p
• Not necessary boost collaboration
• Generally needs a technology platform and infrastructure

40. Process
crowdsourcing
Problem
Negociation
Crowd Idea generation Filtration Prioritizationg

41. creation

42. What is?
C tiCo-creation is the process of
innovation that occurs when diverse internal
and external known and yet unknownand external, known and yet unknown
stakeholders participate actively in the
generation of concepts and ideas, creating a
mutual value for all participants.

43. h ?
co creation
Why?
I t ti f l i t l t l t k h ld• Integration of several internal e external stakeholders
• Power to mobilize organizations
• Focus on generating concept and quality ideas
• Internal idea sales process
R d ti f b i f i l t ti• Reduction of barrier for implementation
• Reduced market acceptance risk (client, supplier participate in the creation)
• Explore incremental as well as breakthrough ideas (questioning premises)
• Limited contracts and intellectual property agreements
Sh th bl d ti• Shows the same problems as a democratic process
• Generation of mutual value
• Can be combined with various other processes such as open innovation,
crowd sourcing and venture teams
P i "it ti "• Process is "iterative"
• Ideas are modified during the process

44. processo
cocriação
Creation of a new
organizational value
Employees Stakeholder

45. business
design

46. What is?
Business Design is the creative
process related to the configuration, design,
d li f f d f ti f b imodeling of form and function of new business
concepts. It is usually guided by a strategic intent
or purpose to solve a problem.p p p

47. h ?
business design
Why?
• Integration between analytical and intuitive thinking• Integration between analytical and intuitive thinking
• Inductive, deductive and abductive reasoning
• Usually managed by a small group of people (designers and
design thinkers ")
• Immersion into the problem and context
• It seeks to create meaning for people
• Integration of other contexts
• Process is "iterative"Process is iterative
• Ideas are modified during the process
• Methods of observation, ethnography, prototyping and others
to design alternative futures.

48. Process
business design
Creation of a new
organizational valueorganizational value
Team of designers Insights from several
stakeholders
Idea generation

49. collaborative
reconstruction

50. What is?
C ll b ti R t tiCollaborative Reconstruction
is the collaborative process of deconstruction of
paradigm paradoxes and realities the searchparadigm, paradoxes and realities, the search
for new insights from other contexts and
circumstances, the extrapolation of premises
and the reconstruction of new concepts and
ideas. It valorizes the organization history the
current context and future challenges.current context and future challenges.

51. h ?
Collaborative Reconstruction
Why?
• Creation of new concepts ideas and opportunities• Creation of new concepts, ideas and opportunities
• Questioning premises and paradigm
• Complex process
• Extrapolation, exploration and deconstruction of assumptions
• Reconstruction of premises for new ideas and concepts
• Integration of internal e external stakeholders in all phases
• Process is "iterative"
• Ideas are modified during the processIdeas are modified during the process

52. Process
Collaborative Reconstruction
Creation of new
concepts

53. D i l EDaniel Egger
@daniel_egger