The document discusses how organizations are missing opportunities in innovation by not leveraging social networks and scale. It provides examples of how systems like the internet and social networks have evolved to larger scales. It discusses how scale changes the nature of systems and problems. The document advocates for moving away from hierarchical structures and embracing more networked approaches to take advantage of new opportunities at larger scales of interaction and information sharing.
1. crafting innovation together
Transforming Inventors into
Innovators –
The Keys the R&D Organizations are
Completely Missing Out!
crafting innovation together
Navneet Bhushan
(navneet.bhushan@crafitti.com)
Crafitti Consulting (www.crafitti.com)
Bangalore, January 30, 2010
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10. Competitive Advantage- Over Ages
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How Fast
Co-Create
Extent of Connectedness
How Fast
Innovate
How much
Actionable
How much Knowledge
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and Quickly
can be
How much Informed
How much of
Agricultural
can be In the Connected Age –
produced
land and Co-Creators will thrive
Natural
Resources
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Time
11. IDEAS…. The new world of
Ideas
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14. Industrial "Success" Curve
4
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3000 Raw Ideas (unwritten)
Log 10 of Number of Ideas
Stevens and Burley – Research and
3 Technology Management May 1997 .
300 Ideas Submitted
2
125 Small Projects
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9 Significant Developments
1
4 Major Developments
1.7 Launches I Success
0
0 1 2 3 4 5 6 7 8
Stage of NPD process
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15. The main “Innovation Killer” –
Psychological Inertia
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Main sources of Psychological Inertia:
► One discipline only / Not outside your specialty /
Looking for Solutions where we feel comfortable
► Result of life experiences / Cultural Backgrounds
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►“This is the way we’ve always done it” syndrome
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19. Black Swan – The impact of
the highly improbable
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• “I cannot accept a pretense of
science. I much prefer a
sophisticated craft, focused on
tricks, to a failed science looking
for certainties” Nassim Nicholas
Taleb
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20. PASSION ….. Is the new Skill for the
New World …
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21. In 2005, Survey of 86000 employees working
for large and medium-sized companies in 16
countries crafting innovation together
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22. Innovation is not about
Automation Alone!
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23. Artful Making
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25. Failures/Mistakes/Errors
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Burning your hand is a small
price to pay for a good
idea.
PLEASE LET YOUR
EMPLOYEES FAIL!
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26. Emergence can not be pre-
conceived crafting innovation together
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Re-conceiving everything in response
to what team sees as newly possible
with each passing movement of
rehearsal, as a result of each new
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thing tried
27. Albert Einstein Says
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Sometimes one pays the
most for the things one
gets for nothing
The whole of science is nothing more than the
refinement of everyday THINKING
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28. Artful Making - Again
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29. Discovery Vs Making
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“Discovery” suggests there is a
right choice waiting to be found
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30. HOW TO THINK
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When Einstein was
asked what was most
helpful to him in
developing the theory
of relativity, he
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replied,
“Figuring out how to think
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about the problem.”
31. What are the Assumptions?
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• Care about the Premises
more than the Theory
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33. crafting innovation together
• The brain is a complex adaptive system.
• The brain is a social brain.
• The search for meaning is innate.
• The search for meaning occurs through patterning.
• Emotions are critical to patterning.
• Every brain simultaneously perceives and creates
parts and wholes.
• Learning involves both focused attention and
peripheral attention.
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• Learning always involves conscious and unconscious
processes.
• We have at least two ways of organizing memory.
• Learning is developmental.
• Complex learning is enhanced by challenge and
inhibited by threat.
• Every brain is uniquely organized
http://www.brainconnection.com/topics/?main=fa/brain-based3
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34. 3 Conditions for Learning
Low Threat and
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High Challenge
Relaxed Alertness
Orchestrated
Immersion Active Processing
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Experiences
processed as
In Multiple, the basis of
Complex, Meaning
Authentic
Experiences
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35. • Chaotic Dumbness (High Threat, Low Challenge)v a t i o n
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– Comply with this or else…
– Constant use of “Killer Phrases” to destroy new ideas
• Automated Disjointedness (Delegation, Hands Off)
– Follow the process, don’t worry about anything
– Processes above people – Right processes Mandated will create
results
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– “Skill Set” based work assignment
• Passive Analysis (Data Collection, Historical Data Analysis)
– Give me all the data that has been accumulated – I will analyze
and give you Insights
– Quantify – if you cant quantify you don’t really know?
– We will do a Quarterly Analysis to provide you results
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36. Killer Phrases Are Not Used During Idea Generation*
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1. "Yes, but. . . " 21. "The boss will never go for it."
2. "We tried that before." 22. "It's too far ahead of the times."
3. "That's irrelevant." 23. . . . laughter. . .
4. "We haven't got the manpower." 24. . . . suppressed laughter. . .
5. "Obviously, you misread my request." 25. . . . condescending grin. . .
6. "Don't rock the boat!" 26. . . . dirty looks. . .
7. "The boss (or competition) will eat you alive." 27. "Don't fight city hall!"
8. "Don't waste time thinking." 28. "I'm the one who gets paid to think."
9. "Great idea, but not for us." 29. "What will people say?"
10. "It'll never fly." 30. "Get a committee to look into that."
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11. "Don't be ridiculous." 31. "If it ain't broke, don't fix it."
12. "People don't want change." 32. "You have got to be kidding."
13. "It's not in the budget." 33. "No!"
14. "Put it in writing." 34. "We've always done it this way."
15. "It will be more trouble than it's worth." 35. "It's all right in theory. . . but. . ."
16. "It isn't your responsibility." 36. "Be practical!"
17. "That's not in your job description." 37. "Do you realize the paperwork it will create?"
18. "You can't teach an old dog new tricks." 38. "Because I said so." * Reference: “What A Great
19. "Let's stick with what works."C 39. "I'll get back to you." Idea” by Charles “Chick”
Thompson, 1992,
20. "We've done all right so far." 40. . . . silence. . . HarperCollins Publishers
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37. crafting innovation together
From Chaotic Dumbness to Relaxed Alertness
From Automated Disjointedness to Orchestrated Immersion
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From Passive Analysis to Active Processing
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50. crafting innovation together
Junior Jail
US Patent 4,205,966* Issued /
1980
Our inventor had probably changed one too many
diapers the day this invention came to mind. It's
designed to aid
in diaper changing and
cleaning up the aftermath. Sure little
legs and hands can flail and kick and a full body wiggle
doesn't make things any easier but putting junior in
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restraints seems a bit extreme.
To use, simply place baby on his back, secure the torso
barrier and strap in those cute little fluttering feet. Now
take your time, relax, junior isn't going anywhere.
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51. crafting innovation together
International Patent Application No.
WO9939598. Headgear in the
form of a portable container
(a beer barrel?). It has a spigot
14 for dispensing the contents by
gravity or pressure. Or the spigot
may have a hose so that the
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contents can be dispensed by
suction direct to the
wearer's mouth. The headgear
can also include a cooling system; a
heating system; an audio system;
and/or a visual system.
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52. crafting innovation together
Patent No. US4233942. A device for
protecting the ears of a long-haired
dog from becoming soiled by food
while it is eating.
French Patent Application No.
FR2694256. An amphibious horse
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drawn light vehicle, with floats 13
associated with the harnessing
shafts. A preferred form has tricycle
wheels which can be raised and lowered
to provide pedal assistance. Optionally
there may be paddles on the rear
wheels.
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53. crafting innovation together
UK Patent Application No.
GB2221607. A glove for courting
couples who wish to maintain
palm-to-palm contact while
holding hands. It has a common
palm section, but two separate sets of
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fingers.
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57. LIST – INVENTIVE THINKING
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HOW TO INVENT, UNDERSTAND and
SOLVE PROBLEMS – How to Innovate
TRIZ - Theory of
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Inventive Problem Solving
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58. A Brief History of TRIZ
TRIZ – Inventive Problem Solving by Altshuller
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• 1946 Patent Officer
in Russian Navy Teoriya Resheniya Izobreatatelskikh Zadatch
• Discovered patterns
in patents,
World’s best ideas
published paper. A situation like mine World
in this situation
Sent to Gulag (Abstraction) Knowledge
Access (Access)
• 1954 released, Base
analysed 2,500,000 Abstraction Specific
patents
My specific situation My specific solution
• Identified what Evaluate
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Me / my company
makes a successful
patent
• 1956-1985 TRIZ
formulated
• Same Problems and Solutions appear again and again but in different industries
• There are a series of recognizable Technological Evolution paths for all industries
• Innovative solutions used theories outside their own area/industry
• The most powerful solutions uncover and eliminate contradictions
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60. Questions that TRIZ asks you…
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1. What is my Ideal Final Result – How can
I achieve the functionality without A
spending any resources or cost B
2. How the problem/situation/system looks
in time and space coordinates C
3. Am I using all the existing resources or
potential resources to the fullest
4. What is the main useful function I need
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Plain Forest Coal
to deliver. What are various ways in
which I can deliver the function
5. How others have solved the same Tree
Seed Timber
problem in the past
DNA Fruit Pie
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61. Case Study: Technological Alternatives
Study on EP0922744
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Confidential Patent Benchmarking Competitor’s Patents to TRIZ Lines of System Evolution
62. Innovation Crafting
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Idea
Generation
Situation
Assessment TRIZ Six Hats
Idea Clustering –
Solutions
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Generation
DSM AHP
Solution
Implementation
Solution
Evaluation
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63. Convergence in Design…How Toyota does it…
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How to converge from an initial set of conceptual ideas to one idea
that will become the final Design?
Early Convergence Strategy Toyota’s Slow Convergence
- Point-Based CE – Set-Based CE
Large Design Spaces –
Design Critical Integration of Sets
Chose
Space n Analysis
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Design
Modificati “ELIMINATE
on “DESIGN
WEAKEST
CHURNING”
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ALTERNATIVES”
64. History and Future
What you know is
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limited by what you
can know today;
What you don’t
know today is what
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you will be forced
to know tomorrow;
There are always limits to
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your Knowledge
65. History and Future
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What you should do is to
create as many alternative
futures as possible and also
keep with you as many
histories as possible.
Work
You don’t know which history around
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is connected to which future
– but one path is unfolding the limits
right now – you need to find
out…. to your
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Knowledge
66. Define Global Trends and Scenarios
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67. Red Ocean Versus Blue Ocean Startegy
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In the red ocean, differentiation costs because firms compete with the same best-practice
principle. Here, the strategic choices for firms are to pursue either differentiation or low cost. In
the reconstructionist world, however, the strategic aim is to create new best-practice rules by
breaking the existing value-cost trade-off and thereby creating blue ocean.
Red Ocean Strategy Blue Ocean Strategy
Compete in existing market space. Create uncontested market space.
Beat the competition. Make the competition irrelevant.
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Exploit existing demand. Create and capture new demand.
Make the value-cost trade-off. Break the value-cost trade-off.
Align the whole system of a firm’s Align the whole system of a firm’s
activities with its strategic choice activities in pursuit of
of differentiation or low cost. differentiation and low cost.
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68. Future Directed Patent Strategy Elements
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Define Global Trends and Scenarios
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Are we playing in the Red Ocean or are we creating
Blue Oceans? How can you create Blue Oceans and
Protect these as well.
Link business Strategy with IP Strategy
through Balanced Score Cards
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69. Connect and Develop
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Practice of Open Innovation
(The P&G Case)
Source: Larry Huston & Nabil Sakkab, Connect And Develop – Inside Procter & Gamble’s New Model for Innovation,
Harvard Business Review, March 2006
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70. P&G Connect and Develop
The Complete Picture
Source: Larry Huston & Nabil Sakkab, Connect And Develop –
Inside Procterg&iGamble’s t i o n t o gfortInnovation, Harvard
craftin n n o v a New Model e h e r
Business Review, March 2006
$$
What to Search
Go To Market
How & Where to Search
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71. Open Innovation Processes Six
TRIZ Thinking
• Uncertain
AHPr Hats
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• Wasteful/Inefficient/Non-
DSM
flowing
Innovation
• Unpredictable/Stochastic Crafting
Open
Lean Innovation
• Is it possible to craft
an open innovation TRIZ Embedded
process to be LEAN? Lean Open
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Innovation
• Is it possible to craft Network
an open innovation
process to be
INNOVATIVE?
Idea Hit Ratio
Idea Productivity
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