THE CRAFITTI STORY

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crafting innovation together
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© Crafitti Consulting Pvt. Ltd.
THE CRAFITTI STORY … So Far .. (In Black and White) … AND (in Color)
Navneet Bhushan
(navneet.bhushan@crafitti.com)
WWW.CRAFITTI.COM
+91 9902766961
October 20, 2014
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https://www.facebook.com/crafitti

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WHAT CAN YOU LEARN FROM OUR EXPERIENCE…
•FRANKLY, I DO NOT KNOW!
–YOUR CONTEXT, CONTENT AND CONCEPT (If you are starting something) will be different
•LET ME SHARE – YOU CAN GET SOME INFORMATION AT LEAST
•SOME KEY “THINKING/ACTING” GUIDELINES TO START, CHANGE, ENHANCE OR PERHAPS “NOT TO FOLLOW”
•WE CAN HAVE MORE “CONVERSATION”
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Contents
October 20, 2014
CRAFITTI: Your Global Innovation Think Tank
Crafitti offers active collaboration to craft ideas in multiple innovation contexts.

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5Q – Five Questions that we asked before starting
Q1: How much willingness do I have to forego the position, pay- package, environment and brand name of a big company with its associated benefits in pursuit of building an organization that I want to build with like-minded people?
Q2: How much willingness do I have to get down to working out the tasks, jobs, work items that in my existing environment I take it for granted to be done by others? This also ties to how willing I am to work in a non-hierarchical structure where no one reports to anyone i.e., a peer-peer, all equals, working together leaderless organization, or at least very close to leaderless based on trust, confidence and respect for each other.
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5Q – Five Questions that we asked before starting
Q3: How much patience, trust, confidence and respect do I have for my peers in a leaderless organization where decisions happen through collective resonance? However, enough leeway is given for an individual to experiment, explore and encompass variety. Am I willing to experiment despite opposition from my team mates? When an individual is putting in effort am I willing to go-along with him/her path to the extent possible, despite knowing clearly why the idea will fail? Democratic decision making may lead to delays am I willing to suffer delays?
Q4: How much I am willing to put my 100% in a venture where sometimes I may get a feeling others are not putting in 100%?
Q5: How much willing I am to let go of extremely lucrative opportunities in terms of package, position and profile that are bound to come to me during the pursuit of building the organization.
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Genesis of CRAFITTI – CRAFT + GRAFFITI
•Have you observed a freshly painted wall - have you realized that it creates a definite feeling in you to do something on it. Have you felt a child like urge to take a piece of chalk or stone and draw something - anything on it? - changing it by scratching, scrawling, painting or marking it in any manner. If you do it - it is called Graffiti - as per Wikipedia.
•As per Wikipedia, Graffiti (singular Graffito) is sometimes regarded as a form of art other times regarded as unsightly damage or unwanted vandalism.
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…. AND Surprisingly so is INNOVATION

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•Attempting innovation or any attempt to change the status-quo is sometimes regarded as art but most of the times unwanted vandalism.
•The way Graffiti happens -the natural process of multiple hands and minds working on the same canvas -the wall - which is visual, available to be seen, and available to be changed - has some of the elements to craft Innovation in any large organization.
•What emerges at the end, none of the participants - who made graffito marks on the wall - had any idea. None knew what is the ultimate output that the wall will have. No one designs - yet each one of contributors made it - the ultimate graffiti. How close this is to any Innovation one can think of.
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…. AND Surprisingly how close to INNOVATION

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•Innovation need to be a social phenomenon just as graffiti is. Just like graffiti, any Innovation has an element of someone creating that initial mark on the plain wall - just changing the status-quo - that person may become the voice of protest, may be considered an unwanted vandal or may be considered as an artful genius, depending upon the impact and which side of the coin the viewer is. Once that mark is visible to all, some others raise their pencils, paints, chalks, - there comes an element of safety that since the first guy did it, so we can do it as well. Suddenly the tipping point happens when lot of people join in to make the graffiti on the surface of the wall.
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…. INNOVATION is a social phenomenon

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•Crafitti Consulting has developed mechanisms to Craft graffiti - these help in emergence of new art, new products, new way of doing things - in fact new ways of understanding and exploring the world around us.
•We are now ready to share and co-craft Innovation and are sure the unwanted vandalism may be the initial reaction one may get - however - once the marks and scratches are filled - we will see the emergence of new art - that is unimagined when we start.
•We promise Emergence through Immersion!
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7Ps and 7Ds
•7Ps
1.Passion
2.Patience
3.Perseverance
4.Planning
5.Pride
6.Purpose
7.Planet
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•7Ds
1.Discover
2.Define
3.Describe
4.Design
5.Develop
6.Deploy
7.Deduce

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7Ps of starting something new
If you want to start something new - you should have 7 P’s
•1. Passion Long term sustainability will require passion - Passion creates a momentum in you that overcomes all possible naysayers and inertias of why something will not work.
•2. Patience Take it that there will be delays, difficulties and outright demeaning people - with smiles that means mockery - however please also remember - each such smile - also hides a fear - fear of "if you succeed..." then those smiles have to become awe ... To override all these smiles - build patience in your system
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•3. Perseverance King Bruce and the spider – the story will start making complete sense to you - there is no other method than learning from spider - on rebuilding your net - again and again even if you keep on failing.
•4. Planning is actually an essential activity. The innovators understand it, pure idea guys do not. I suggest a minimum level of planning is essential - key list of activities and follow up on them over a period of time - makes sense
•5. Pride I somehow never thought about pride in doing what you are starting - Pride in doing the change is so important that it can lead you to build on other Ps.
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•6. Purpose is the main starting point. It has to come from within, the purpose of what you want to create.
•7. Planet is the key to defining your purpose. If the purpose is not aligned with the planet Earth - the Nature - it will not lead to a sustainable venture.
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7Ds of how to do something new
1. DISCOVER - Your business, your market, your social network, your customers or even yourself. This springs from your purpose within the constraints of the Planet in 7Ps. 2. DEFINE - What is your business and what is the key message of your business and for whom? What key problem of the world you will be solving? 3. DESCRIBE - Elaborate what you defined by describing in detail the customer value that your business is creating or will be creating.
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4. DESIGN – This is the most crucial part of the process. Design need to balance multiple extremes – making your business system such that these extremes merge. Just to elaborate let us look at Toyota’s design philosophy of merging opposite extremes. They call it the J-factor - balancing extremes and working on AND as an operating word. The Toyota (The Toyota Motors) Design Philosophy is one of merging two extremes by producing Vibrant-Clarity, Seamless- Anticipation, Intriguing-Elegance, Incisive-Simplicity, Leading-Edge Finesse, Perfect-Imbalance, Freeform-Geometrics and Integrated Component Architecture.
5. DEVELOP – Once you have designed your business you need to develop it. Develop the messages/communications for all possible channels - print, TV, online, Email, social networks, micro blog, blog of your company, SMS, and online videos and all possible channels. Also the business model needs to be developed – by experimenting in real markets.
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6. DEPLOY - Start deploying with an initial design in mind for creating Tipping Point by finding Mavens/salesmen/connectors in the networks of your choice, but before that make your product/service sticky. If you follow Duncan Watts of Small world fame, may be just start by telling the crowd. 7. DEDUCE - whatever is happening you need to find out how it’s happening. Develop and carry out a measurement metric for Word of Mouth Marketing (WOMM) – potentially a combo of Net Promoter Score and Tipping Point framework can be used as a starting point.
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Vision and Mission – Is it Needed?
Crafitti's mission is to transform every mind, organization and partner working with us into the innovation powerhouse of the world. We believe that this mission needs a co-crafting approach.
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IT HAS TO COME FROM WITHIN YOU!

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Co-Crafting Approach
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Crafting INNOVATION Together
•We co-craft end-customer value with every mind working with us by
–Enabling Emergence of NEW
–Maximizing the LIFE of EACH IDEA
–Empowering IDEAS
–Making Innovation Happen
–Future-proofing by creating Future insights and forecasts

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…. WE DO NOT HAVE AN “ABOUT” TAB … Lets find “US” together!
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It was essential for us to define INNOVATION
We define innovation as Successful Creation of Change using Ideas!
YOU have to define what you are doing!

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Crafitti Consulting: Background
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•INNOVATION RESEARCH AND CONSULTING in business, science and technology contexts
•Started in June 2008 and was incubated at the NSR Centre for Entrepreneurial Learning at IIM Bangalore
•Crafitti’s frameworks provide potent platforms to innovate in crafting strategies, breakthrough products, new services, technological alternatives, patent portfolios, process design and embedding successful change in organizations.

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Question in year 2008: So you want to be the McKinsey, OR Infosys OR Google …. of the “Innovation” world … Our Answer: We ARE the CRAFITTI of the World!
Selection “Process” at NSRCEL, IIM, Bangalore, November 2008
YOU will become a CATEGORY in someone’s mind! Create your own category

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Getting Clients/Customers – well – its not straight forward – for a StartUp
•Day 1 we had a client - Our First client was itself a startup – Arigami – a startup in VLSI design (my former colleague ‘s company)
•We conducted our first public workshop on Innovation within two months – (thinking, people will come to listen and we can get projects from the companies)
•In July 2008 (we were less than 5 weeks old) we were invited to Indian Oil Corporation Limited (IOCL) to make a presentation and submit a proposal to “set-up an IP cell” at IOCL (The head of IP cell at IOCL had met me in 2003 in a conference at Hyderabad)
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Arigami got funded and paid us also – but could not retain us – they closed within one year
It will take IOCL 2 global tenders and 3 years before we could get any project from them!
The public workshop got 2 paid participants – rest 18 we had to invite through our contacts/friends

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•Our first customer that utilized our innovation framework was Thomson-Reuters (12.5 Billion USD recently merged in 2009). We did an extensive project (innovation). They said first project should be free. Subsequent projects can be paid.
•P&G asked us to submit a proposal on coming up with metrics in open innovation networks – they had a Connect and Develop Program. We worked on the proposal – understanding how to calculate and measure who is adding how much value in an open innovation network.
•By end of 2008 early 2009 = WORLD TOLD US THAT IT DOES NOT NEED INNOVATION AS IT IS IN RECESSION!
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We did extensive work with TR. BUT THEY DIDN’T PAY. AND THEY NEVER CALLED US BACK
We somehow survived – working with small startups and small companies
P&G leadership changed and our proposal was shot down

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•Our first major clients came in 2010 –
–(TRIZ, Patents and TRIZ for Patent Analysis and Invention – the Key services
–TVS Motors
–CavinKare
–LG Electronics
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All three clients came as we had conducted extensive programs and spoken at various conferences since 2008. It took close to 2.5 years to make big companies listen to us and engage with us!

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King Bruce and the Spider
•Momentum started in 2011 –
–IOCL asked us to do an invent around workshop on the most important patent that they have – LPG production using Fluid Catalytic Cracking
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We did 2 days workshop in July 2011, and two more workshops for 2 days. In 2013 January we did the Invention project for 5 days. The project generated 23 invention disclosures

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The Invention Momentum
Preliminary Ideas
Structured Exploration
For one of the Top 5 IT Services companies in India : Three months, one-day-a-week intervention with a small team resulted in 10+ invention disclosures.
Feedback from Client – Crafitti brings New (different) lenses for Problem Solving/ Collaboration/ Innovation/ Deep Research

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c r a f t i n g i n n o v a t i o n t o g e t h e r
© Crafitti Consulting Pvt. Ltd. www.crafitti.com
TRIZ Embedding in one of the leading Automotive Player
in India (Crafitti’s 3E Framework)
• Results of Explore Phase
– 7 Projects
• 3 Technological Alternative Studies
(TAS) on a patent
• 3 Technical Problem Solving projects
• 1 New Concept Development project
– 600+ raw ideas
generated using TRIZ
• Time frame: September – December
2010
• 8 weeks Total interaction with
Crafitti Facilitator
• 3 days a week
• Each team had 3 hours touch time
with the facilitator
© Crafitti Consulting Private Limited
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 

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© Crafitti Consulting Pvt. Ltd. www.crafitti.com October 20, 2014 29
Organization Phase Duration Projects Scientists/
Engineers
Raw
Ideas
Concepts Products/Patent
Apps/Projects
Automotive Explore 3 months 7 20+ 500 80+ 30+
FMCG Explore 3 months 1 20 250 22 5 Shampoo
formulations
Electronics Explore 2 months 3 20 300+ 15 5+
Petroleum (Technology
Alternatives
Study on a
Patent)
2 days 1 20+ 100+ 10
themes
were
created
each with
7+
concepts
7 were
evaluated on
novelty,
business
potential and
feasibility
Financial
Information
Idea
Crafting
Project
2 months 1 20 300+ 18+ 7
Crafitti Ideation Results
“Crafitti has achieved real results with the inventors from
companies in FMCG/Electronics/Auto/Petroleum Sectors” Chief
IP Officer, IOCL, India
WE ARE
INVENTING A
NEW WORLD

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Entrepreneurship and New Venture Creation
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Systems and Customer Value
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SYSTEM
•A System is defined as, " A set of elements interacting together to achieve an objective or perform a function" Set of elements (can themselves be viewed as systems as well). System implies that it exists to achieve an objective or perform a function. If there is no function or objective, we can not define a system. Set of elements also define the boundary of the system, everything else is the environment in which system operates. Interactions between elements lead to emergence of the system function, these interactions can be in space or time coordinates or under specific conditions, or may exchange matter, energy or information. The elements can be living beings as well.
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Customer Value Defined
“The perceived worth of the set of benefits received by a customer in exchange for the total cost of the offering, taking into consideration available competitive offerings and pricings”
Source: Fundamentals of Customer value – Prof Mohanbir Sawhney Kellog School of Management
A Need to craft a Framework for Defining and Measuring Customer Value

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Enterprises
Productivity
Quality
Innovation
Doing More in Less Time
Doing it Right
Doing it differently / doing different things
Customer Wants Vs
Customer Needs
Does your customer knows what it needs?
Do you know what your customer needs?
Fundamentally: Customers buys functions; They may not know it!
Fundamentally: What customer says is the Value may not be of much value to customer
Fundamentally: Knowing what Customer needs not what customer wants is the first step to delivering VALUE
Ideally: Customer should get what it NEEDS at No Cost and No Side Effects
Delivering what Customers Need
Correctly, in less time and in
different ways or differently
than competitors is the fundamental
formula for success

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The Customer Value Framework
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Strategic Marketing Model – A Usable Model
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The 2 dimensions of this model are
1. Product/Service that you want to launch - is it NEW or OLD?
2. Market that you are targeting - is it a NEW Market or an OLD Market?

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If you launch an Old product/service in an Old Market ` You have to think about Market Positioning as the market already has many such products/services - You are one more player in a crowded space. This is also a RED OCEAN. Example ~ you have to launch a SHAMPOO for Urban population.
If you launch an old product/service in a New Market ' You have to think about Market Shaping. As the market needs to adapt to your product/service, you have to create your communication to illuminate how your product/service can replace the existing way the market performs particular functions. This should include your successes in other markets. For example, if you have vacuum cleaner that you need to introduce in say rural India, you need to shape the communication so that market get to know how other markets in say other countries have used vacuum cleaners and how these have been say, more effective per unit cost. When Volvo introduced its buses in India, their initial cost was much more than other options available to bus operators. But they designed and showed – the Total Cost of Ownership (TCO) and customer convenience to me order of magnitude more than the existing methods.

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If you launch a new product/service in an old market - you need to get into Educating the Market. An old market views your company with the existing products and services that you are providing. The mapping of your company brand with the products/services is very strong. If you introduce a new product/service that is different from what you have been providing, it is extremely difficult for the market to get the embedded image of your company washed and replaced by the new product/service. Educating the market requires you to create an intellectual distance between your old product and new product. This will need very sharp communication design.
Finally, if you are launching a New Product in a New Market - It is an Inventive process/ Design process - you need to Invent/Design the Market. The market has to be created by explaining to and employing early users. Here, key opinion leaders, iconic figures; celebrities may come into picture in your communication.

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© Crafitti Our Clients (Representative list)

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WHAT YOU TOLD US…
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•WE DON’T KNOW WHAT’S NEXT
•WE DON’T HAVE IDEAS
•WE HAVE LOTS OF IDEAS BUT DON’T KNOW WHAT TO DO WITH THEM
•CAN YOU HELP US INVENT
•WE HAVE LOTS OF INVENTIONS BUT WE DON’T KNOW IF THEY CAN BE PATENTED
•WE HAVE PATENTS BUT WE DON’T KNOW HOW STRONG THEY ARE
•WE HAVE PATENTS BUT WE DON’T KNOW THEIR VALUE
•WE HAVE PRODUCT BUT WE DON’T KNOW THE MARKET
•WE HAVE PRODUCT BUT WE DON’T KNOW TO COMMUNICATE ITS VALUE
•WE DON’T NEED INNOVATION BUT CAN YOU BRING US CLIENTS
WE SAID
WE ALSO DON’T KNOW
BUT TOGETHER WE CAN FIND OUT
AND TOGETHER WE CREATED ANSWERS Crafting Innovation Together

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Crafitti’s Framework for Innovation
1.EXPLORE SEE OBSERVE UNDERSTAND AND LIVE – Reach to the SOUL of a System
2. IDEATE INVOKE – ALVIS IN YOU – Analytical Logical Value Inventive and Systems Thinking
3. EMPOWER IDEAS CRAFT CHANGE – Connect, Relate, Allow, Follow-Up, Turn-Around

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An Integrated Approach – ALVIS THINKING
ALVIS Value Thinking (Minimize Waste – Maximize Value) Inventive Thinking
(Ideality – Functions – Resources) Systems Thinking (Holistic Approach – Exploring Complexity)
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43 Analytical Thinking (Divide complex problems into multiple solvable problems ) Logical Thinking (Informal and Formal Reasoning)

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Crafitti and TRIZ
•Genrikh Altshuller, a Soviet Union naval patent officer after Second World War, started a systematic study of patents – his aim was to find out what makes a successful invention. He asked, “Can there be an algorithm for inventing?” His search led him to develop a unique methodology called Theory of Inventive Problem Solving (acronym TRIZ in Russian). TRIZ discovered technological evolutionary laws that surprisingly can be used to predict the future of an invention.
• Crafitti Consulting Private Limited (Crafitti) has developed on the TRIZ way of doing problem solving, patent analysis, and breakthrough concepts development by reinforcing TRIZ with other techniques to build a powerful framework for Innovation. We offer a unique service for Empowering an Enterprise with TRIZ.

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The Society for Reliability Engineering, Quality and Operations Management (SREQOM) Conferred an Award to Navneet Bhushan for his outstanding contributions as an Author, Researcher, Consultant and Innovator on 28th November 2012 at the 6th International Conference at Delhi University !
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Awarded: Entrepreneurial Innovation and Leadership Award for 2012 at Indira International Innovation Summit at Pune, India
KEYNOTE SPEECH AT INTERNATIONAL CONFERENCE ON TECHNOLOGY AND INNOVATION MANAGEMENT, 10-12 October 2012, Kathmandu, Nepal
CRAFITTI
TRIZ Tutorial at PMI Conference at Bangalore, September 2012

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CRAFITTI invited to speak at Thai Business Incubators and Science Parks Association (March 2013)
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2 Talks by Crafitti
•Inventing New Venture
•Patent Portfolio for start-ups
Sharing the Dias with Deputy Prime Minister of Thailand!

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CRAFITTI’s EVENTS
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•TRIZ Workshops in Bangalore (July 2012) and Chennai (August 2012)
•Patent Valuation Workshop in Bangalore (August 2012)
•Lean IP Cell Creation Workshop in Bangalore (September 2012)

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INNOVATION Workshops: In Summary
•Workshops conducted across India – Bangalore, Chennai, Mumbai, Delhi, Hyderabad
•Thousands of delegates connected and filled with enthusiasm to apply and experiment with CRAFITTI’S INNOVATION FRAMEWORKS
•INNOVATION FRAMEWORKS familiarized in multiple diverse organizations (to name a few) –
–Engineering (Weir Minerals, Soliton, Reliance Industries)
–Defence & Aerospace (Boeing, Honeywell, )
–Telecommunication (Subex, Hughes Systique, ADC Krone)
–Technology (Philips, LG, Honeywell, Applied Materials)
–Pharma (Ranbaxy)
–IT Products and Software Services (Accenture, TCS, Infosys, Wipro, iGate, Hexaware, Computer Associates)
–FMCG and Consumer Care (P&G/Gillette, Nestle, Cavin Kare)
–Automotive (TVS Motors, ELGI, Robert Bosch)
–Chemicals (Sud-Chemie)
–Start-ups, New Firms (BigInfoLabs, Arigami, MeshLabs, MetaOme, Model Bio Systems, GDI)
–IP and Patent related (SciTech Patent Art, Global IP Services, FoxMondal)
–Government Scientific Organizations (IOCL, GAIL, HAL, various labs of DRDO at Delhi and Bangalore)

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Crafitti: Offerings
•NEW CHOICES Workshop/ NEW CHOICES Awareness Sessions
•Enabling an Enterprise (30-48 weeks intense engagement) – Using Crafitti’s 3E Framework – Explore, Engage and Empower
•Way of Knowledge Collation and Function Analysis based on Enterprise knowledge base
•Patent Analysis and Patent Portfolio Management
•Strategic – Tactical – Operational Innovation Projects – Idea Crafting
•Exploratory Opportunity Finding for your technology, patent, product or services

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Innovation Services
Idea Crafting
Design of Strategy
Kaizen Blitz
Invention and Patent Services
Network Analysis
Embedding Innovation DNA
Value Crafting
Decision Crafting
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Novelty/ Prior Art Search
Basic and Advanced Invention and Patent Strength Analysis using TRIZ
Ego-Centric and Social Citation Networks of a Patent
Technologic Alternatives Study of a Patent/ Invention
Opportunity Finding for a Patent/ Invention
Advanced Patent Portfolio Analysis using TRIZ
TRIZ based Technology Maps
Patent/Invention Valuation
IP Strategy
IP Audit
Invention and Patent Services

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INNOVATION EMBEDDING

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A generic Innovation Crafting Project
•An IC project starts with Scenarios and Thought experiments
•It identifies Key Opportunities for Innovation through explorations in the problem space and opportunity space – always keeping in mind the problem of psychological inertia (PI)
•Once Key Opportunities are identified they are explored using PI tools such as 9 windows , Value Net, and problem exploration tools such as value stream and dependency structure matrices
•The ideation phase starts with usage of multiple brainstorming sessions based on TRIZ Inventive Triggers and Principles besides other techniques
•The ideas are combined into solution directions so that each idea is developed or combined
•These solution directions are evaluated by playing in the future scenarios and using the multi-criteria decision making technique of Analytic Hierarchy Process (AHP)
•The Solutions are implemented with a more predictable result in a robust manner using Set-Based Concurrent Engineering (SBCE)
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Innovation Crafting (IC) – Five type of Projects
Project Type
Description
Technological Alternatives Study (TAS) on a patent
To analyze a given Patent and explore various ways in which the invention described in the patent can be transformed to next levels in its evolution. The methodology of Innovation Crafting helps domain experts generate technological alternatives to a patent. Potentially the new concepts may lead us to new patentable inventions.
Problem Solving Projects
To solve a given technical or business problem identified, refined and explored so as to generate robust concepts and solutions that will provide not only answers to the current issues but also possible future needs related to problem area. Further the solutions/concepts may lead to novel and non-obvious inventions that by definition can be patented. The Innovation Crafting (IC) help domain experts define, explore and solve hard to solve problems.
New Concept Development Project
To develop new concepts in either an unexplored field or starting from the ideal system definition of a system in alternative future scenarios. Innovation Crafting (IC) helps domain experts develop radically new concepts to achieve key functions in multiple contexts, environments and futures.
Technology Foresight Project
To develop and explore the future road maps of key technologies. This IC project, uses, Scenarios, Laws of System Evolution and key patent maps to predict possible future paths a technology may take.
Customer Value Project
To penetrate the value provided to the clients/customers. A comprehensive deeper exploration of needs of the users/clients leading to value innovation . This IC project generally results in blue oceans concepts for the users.
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THE BLUEPRINT FOR NEW ….
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FORESIGHT
SYSTEMS, INVENTIONS AND DECISIONS
DELIVERY INNOVATION
TECHNOLOGY
•INVENTIONS AND PATENTS
BUSINESS
•VALUE NETWORK
CUSTOMER
•CUSTOMER VALUE FRAMEWORK
SYSTEM of SYSTEMS for Algorithmic Solutions to Problems/
Multi-Objective, Multi-Criteria, Multi-Expert Network of Decisions
EVOLUTION
•SET-BASED CONCURRENT ENGINEERING
DESIGN
•ANALYTICAL/ LOGICAL/ VALUE/ INVENTIVE/ SYSTEMS THINKING
IMPROVEMENT
•KAIZEN BLITZ
INVENTING INNOVATIVE ENTERPRISE

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The Blueprint
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•IT HAS TO COME FROM WITHIN YOU! – Discover your Passion!
•YOU have to define what you are doing!
•YOU will become a CATEGORY in someone’s mind! Create your own category!
•YOU have to invest time to understand Value to each Customer
•Create a system
•A system to understand and deliver Value to your clients as soon as possible
•Remember Everyone is you customer and you are everyone’s customer – as “Ideas” can come from anywhere
•Understand – World, Customers and Business – its your responsibility!

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Continuous intensive effort in THREE KEY directions
•Three Key Directions?
–Understanding the world around you
–Understanding your customers and markets
– Understanding your business
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THREE KEY QUESTIONS
•Three Key Questions?
–Understanding the world around you
•Discover yourself and your business – Make your model of the world – articulate that model
•Key Techniques/Methodologies
–TRIZ - Inventive Thinking
–Scenario Planning/Crisis Gaming/Seminar Gaming
–The Scientific Method
–The Science of Networks/Social Networks
– Theory of Evolution
October 20, 2014
© Crafitti 59

Confidential
www.crafitti.com
THREE KEY QUESTIONS
–Understanding your customers and markets
•Describe and Develop your Business – Identify key opportunities and problems – Develop possible strategic directions that your business can take
•Key Techniques/Methodologies/Subjects
–Strategy
–Intellectual Property Systems
–Understanding Wealth and Money
–Globalization
–Theories of Innovation
October 20, 2014
© Crafitti 60

Confidential
www.crafitti.com
THREE KEY QUESTIONS
–Understanding your business
•Deploy and Measure your Business – What is working – How you are making decisions about your business
•Key Techniques/Methodologies/Subjects
–Why and how your Business can fail?
–Systems Thinking
–Digital Disruptions
–Value, Lean and Quality Thinking
–Theories of Decision Making
October 20, 2014
© Crafitti 61

Confidential
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October 20, 2014
62
Thank You!
Navneet.bhushan@crafitti.com
+91 9902766961
WWW.CRAFITTI.COM
https://www.facebook.com/crafitti
CRAFTING NEW CHOICES – INNOVATION AND DECISIONS IN GLOBALIZING WORLD

Confidential
www.crafitti.com
WHAT CAN YOU LEARN FROM OUR EXPERIENCE…
•FRANKLY, I DO NOT KNOW!
–YOUR CONTEXT, CONTENT AND CONCEPT (If you are starting something) will be different
•LET ME SHARE – YOU CAN GET SOME INFORMATION AT LEAST
•SOME KEY “THINKING/ACTING” GUIDELINES TO START, CHANGE, ENHANCE OR PERHAPS “NOT TO FOLLOW”
•WE CAN HAVE MORE “CONVERSATION”
October 20, 2014
63

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