The document discusses various structured methods that can be used for concept generation, including brainstorming, collaborative sketching, IDEO idea cards, innovation workshops, functional decomposition, concept expansion, and TRIZ/Creax. It provides details on how to implement many of these techniques and outlines best practices for effective brainstorming. The document also discusses conceptual blockbusting and how to overcome different types of blocks, such as perceptual, emotional, cultural, and organizational blocks, that can limit creativity.
6. Ideation Process
Ongoing
Process
Generate AnalyzeAssess Decide
Assemble illustrated
profiles of drivers for
new product strategy,
for use in generating
ideas and stimulating
brainstorms:
• Technology
• Macro Trends
• Competition
• Potential Partners
• Potential Channels
• Specific user behavior
Techniques will include:
• Customer follow-me’
• “Store” visits
• Focus Groups
• Online intelligence
Brainstorm massive
volume of product,
service and
partnership ideas,
followed by
prioritization
Brainstorms with
groups, Interns,
Internal Visionaries
Series of meetings
with Core,
Stakeholders, Partners
& Outsiders (2 hrs on 3
Thurs)
1. Kick-off & Context
2. Brainstorm
3. Prioritization
Research customer
reactions
Evaluate commercial,
and user feasibility
based on established
criteria. Narrow ideas
to a handful of strong
candidates:
Take filtered ideas
through feasability
analysis.
Brainstorm as necessary
to break through
perceived barriers &
constraints
Produce decision-ready
profile of the top,
feasible ideas.
Choose products based
on opportunity size
and implementation
restraints:
Fast-track 2-3 ideas
with small (<$1mm/yr)
but immediate
revenue-generating
potential and limited
implementation reqs.
Fully analyze 1-2 large
(>$1mm/yr) ideas with
longer and larger
implementation reqs.
Table or reject other
ideas.
Measure ideation
process, refine and
establish ongoing
process for collection
and evaluation
• Process Post Mortem
• Measure
• Refine for reuse
Establish ongoing idea
collection process,
including:
• Publicize collection
• DB workflow
• Incentives
• Recognition
• Status updates
Business Case▶Process▶ People▶ Timeline
100 Ideas 400 Ideas 50 Ideas 5 Ideas
7. Concept Generation
Preparation
Gather and study information about the problem
Define and understand the problem, the needs
Observations, interviews, scenarios, benchmarking
Generation is a Divergent Process
Focus on creativity
Go for quantity
structured (intuition & logical) methods
Stepping Back
Cluster concepts
Insight may be triggered by some apparently
unrelated stimulus
8. Concept Generation
Process
Step 1: Clarify the problem
Decompose a complex problem
into simpler subproblems
Focus initial efforts on critical
subproblems
Step 2: Search externally
Interview lead users
Consult experts
Search patents
Search published literature
Benchmark related products
Step 3: Search internally
Individual and group search
Make analogies, wish and
wonder, use related stimuli, use
unrelated stimuli, set
quantitative goals, use gallery
method
Step 4: Explore systematically
Concept classification tree
Concept combination table
Managing the exploration
process
Step 5: Reflect on the results and
the process
Ulrich and Eppinger, 2003
9. Fast Company, 2003
Other Approaches:
IDEO Method Cards
Unfocus group: Assemble a diverse collection of
people to talk about product
Experience prototype: Construct something and test it
Empathy tools: Simulate someone else’s experience
(e.g., heavy gloves)
Emotional dimension: Personal histories of objects
A day in the life: How people actually spend time
Behavioral sampling: Give subjects pages and check
in randomly throughout day
Extreme user interviews: Talk with those who occupy
the edges
Foreign correspondents: Collect information from
other countries
10. Brainstorming –
Organization
Form a diversified group.
Build an environment for creativity and risk
taking.
Use games & exercises to stimulate creative
thinking & minimize conceptual blocks.
Select or bring in a facilitator.
Select or bring in a recorder to write down
ideas as they are presented.
Use provocative action or stimuli if idea
process slows down.
Make use of shared ideation space.
11. Brainstorming Rules
Make sure each participant has a
chance to express ideas.
Listen to everyone.
Do not allow judgments or critical
discussion. No idea is a bad idea.
Strive for quantity.
Let participants build spontaneously on
the ideas of others.
12. Brainstorming
Techniques
Have participants generate ideas prior to
brainstorming meeting.
Use a “round robin” where everyone has 1
turn to introduce an idea. (Nominal group
technique)
Method 6-3-5 (6 participants, 3 ideas, 5 rotations)
Generate 3 ideas
After “x” minutes rotate to neighbor
Modify, enhance or create 3 more new ideas
Repeat 5 times
Collaborative sketching
13. Collaborative
Sketching
Five participants collaborate on the incremental development of
ideas.
No direct communications permitted between participants.
Each participant sketches one idea/concept on sketchpad for
solving problem at hand.
After x minutes each participant passes his/her sketch to the
person sitting next to him/her.
Each participant modified the sketch received or develops it
further in any way he/she chooses. Portions of the previous
sketch can be erased, but not all of it.
The rotations continue until the originator gets
his/her sketch back.
Jami J. Shah
Arizona State University
15. Thought Question
What are the relative
advantages and
disadvantages of involving
actual customers in the
concept generation process?
16. Methods that Focus
on Function
Functional Decomposition
Formulate overall product function
Split up overall function into sub-functions
Identify material, energy and information
flows.
Allows Access to the Functional
Solutions of Others.
17. Morphological Matrix
Morphological Matrix
Search for solution principles to
fulfill sub-functions
Identify as many solutions for
each sub-function and
auxiliary functions as possible
Combine solutions to embody
physical concepts
Use morphological matrix to
identify combinations of
solutions
Each combination of solutions
will fulfill overall function
Use expertise and heuristics to
eliminate infeasible solution
combinations
Options
Functions
18. Example: Coffee
Maker
Mix Coffee
and Water
Heat
Coffee
Heat
Water
Store
Water
Electricity
Water
Ground
Coffee
Brewed
Coffee
Brew
Coffee
Overall
Function
Supporting
Sub-Functions
Auxiliary
Functions
Shut-off
Heater
Coffee
Beans
Grind
Beans
Store
Grounds
Store
Coffee
20. These ideas are all in: Michael Michalko, Thinkertoys: A
Handbook of Business Creativity for the 90s.
Concept Expansion
Techniques
Substitute
Combine
Adapt
Modify or magnify
Put to other uses
Eliminate or minify
Reverse or rearrange
21. TRIZ:
The Theory of Inventive
Problem Solving
TRIZ research began with the hypothesis that there
are universal principles of invention that are the basis
for creative innovations that advance technology.
Over 2 million patents were examined, classified by
level of inventiveness, and analyzed to look for
principles of innovation. The three primary findings
are:
Problems and solutions were repeated across
industries and sciences
Patterns of technical evolution were repeated
across industries and sciences
Innovations used scientific effects outside the field
where they were developed.
28. These ideas are all in: Michael Michalko, Thinkertoys: A
Handbook of Business Creativity for the 90s.
Concept Expansion
Techniques
Substitute
Combine
Adapt
Modify or magnify
Put to other uses
Eliminate or minify
Reverse or rearrange
30. Jim Adams
Stanford University
Conceptual
Blockbusting
Conceptual blocks are mental walls that
block the problem solver from correctly
perceiving a problem or conceiving its
solution.
Everybody can be creative.
Everybody has some conceptual blocks
limiting creativity.
31. Perceptual Blocks
Perceptual blocks are obstacles that prevent the
problem-solver from clearly perceiving either the
problem itself or the information needed to solve the
problem
Seeing what you expect to see; stererotyped
seeing; premature labeling
Inability to view the problem from various
viewpoints
Saturation
Difficulty in isolating the problem
Tendency to delimit the problem too closely
Jim Adams
Stanford University
32. Draw no more than 4 straight lines
(without lifting the pencil from the paper)
which will cross through all 9 dots.
36. Stakeholders
Water Bottle Companies
Municipal Waste Collectors
Local Residents
Local Businesses that sell Water Bottles
37. Exercise
Divide into groups that represent the
different stakeholders
Brainstorm on ways to fix the problem of
water bottles waste that clutters streets.
Stakeholders:
• Water Bottle Companies
• Municipal Waste Collectors
• Local Residents
• Local Businesses that sell Water
Bottles
42. Contextual Inquiry
Exercise
Homework Assignment: Contextual Inquiry
Go out in the field and perform a “contextual inquiry” of water
bottle use and waste.
Interview people who are water-oriented: people who drink
water very regularly, people who specialize in selling water,
people who are local advocates against plastic waste.
Find the “extreme users” and interview them
Observe people in context: buying water, drinking water,
trying to dispose of water bottles on the street or in their
homes.
What are the important user needs when it comes to
consuming water? How do the different stakeholders interact
with water bottles?
43. References
Michael Michalko, Thinkertoys: A Handbook of
Business Creativity for the 90s
James L. Adams, Conceptual Blockbusting
Jami J. Shah, “Experimental Investigation of
Progressive Idea Generation Techniques in
Engineering Design,” Proceedings of 1998 ASME
Design Engineering Technical Conference, Atlanta
GA
Creax: Portal for creativity and innovation
http://www.creax.net/
This website has a pretty thorough list of the things
you need to do to brainstorm well
http://www.virtualsalt.com/crebook2.htm