Innovation And Design Tools Class Storyboard Small

1

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Flipcharts and Photos from:

Innovation and Design Class Amsterdam

23-27 May 2011

Dr. Anthony Shingleton & Dr. Michael Ohler Principals, BMGI Europe

The following slides present a selection of the tools discussed and outcomes achieved during the course.

2

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Participant Comments and Feedback

“The BMGI innovation training course was exactly what I was looking for to re-energize our business excellence effort. I will certainly recommend the course to whoever wishes to have a practical and fun dive into innovation tools and techniques.” Fabrice Gribon, Head of Process Excellence, Sanofi-Pasteur, France

3

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Participants’ expectations and initial understanding of innovation

4

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Brainstorming: « improve versus innovate » and « your ideas for uses of paper-clips »

We saw (right) that the KAI-scores in this class were quite similar and above the population average of

96. However, the range of scores in the class does not explain the range of the number of ideas for how

to use a paper clip. The two are commonly believed to be correlated.

No

tice

: w

e co

llec

ted

thes

e id

eas

in t

wo

min

ute

s.

5

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

The Key Innovation Concepts: Job-to-be-done and Outcome Expectations (Higher & Lower Level Jobs)

We later saw (right) that brainstorming for lower level jobs often delivers outcome expectations. Looking

at the grammar of a job-to-be-done statement (JTBD, left), we also realized that outcome expectations

are a special case of JTBD.

6

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Understanding Innovation Opportunity

Finding Innovation Opportunities

Opportunities for innovation can be found by asking (potential)

customers, For example : the JTBD is “manage my investment

portfolio” and the outcome expectation is “maximize the transparency

of the individual investments’ performance”. Questions for innovation

opportunity could be:

- “How important is it for you to have transparency on your

investments’ performance?”

- “How satisfied are you with your current ability to have transparency

on your investments’ performance?”

Participant learning points

We understood that:

a) This graph should not be split in quadrants (rather see the dashed

lines)

b) Depending on importance/satisfaction, one or the other of the four

growth quadrants typically leads to successful innovations.

We have practiced the concept by classifying outcome expectations of

innovation opportunities we have found in the training room.

7

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Making sense out of different examples of innovation – and general principle behind solution finding

Companies can innovate in four growth quadrants. However certain types of innovation appear to be

more a general approach to doing business.

Innovations can often be classified in categories (top-middle). To make them stronger a product

innovation can be supported by other types of innovation, e.g. The Tata Nano can be strengthened by a

production process innovation specific to the Tata. We also learnt that when searching for solutions,

humans also tend to follow a set path, “vector of inertia” e.g. by following the competition. Innovation

techniques help to explore better the area closer to the ideal final result

(IFR) rather than in random direction.

8

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Learning to listen: Spotting outcome expectations

Notice: some items listed above are in fact

“functional requirements” tied to a given concept

rather than being “outcome expectations” free

from any concept how to pour beer.

9

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

The biz-cases for our in-class innovation projects and participants’ feedback as of day 2

Notice: in this class and as per preference of the class we applied

innovation tools to innovate around objects in daily life we tend to take

for granted (like pencil, pencil sharpener or clothe-peg). Simple financial

estimations show that such seemingly insignificant objects can be

associated with significant markets. We learned:

innovation opportunities are all over the place.

10

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

The big picture for spotting opportunities: Nine windows and knowledge bases

11

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Creative challenge – don’t take things for granted!

12

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Morphological matrix: A tremendous boost to creativity

A challenge (left) initially estimated

“impossible to tackle in a short time”

can be in fact be overcome with ease.

Extract the key elements of a typical

detective story (like “ending”, “the

crime”, “the hero”, …) and invent for

each of these elements one specific

example (e.g. ending = “the hero

walks into the mist of a Black Forest

mountain”). Doing so, in less than 5

minutes, we have found

3x4x3x3x4x3x1x2x2 possible stories

to select from – and could have found

far more had we had more than 3

ideas for ending, 4 ideas for the

crime, and so forth…

13

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

TILMAG: Another design tool to boost creativity

14

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

TRIZ: We solved these inventive problems found in our training room

15

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Building the invulnerable design using the Pugh matrix: The six thinking modes

16

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

How to innovate: Learning from a design company

We watched a video as a team. And then each participant paid

attention to one specific item (top). The results were

reported back (left and following pages).

17

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

How to innovate: Learning from a design company

18

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

How to innovate: learning from a design company

19

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Impressions

20

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Impressions

21

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Review of the expectations at the end of the class

•

We assessed in the following way:

Vote by all participants.

- Thumbs up: green

- Thumbs horizontal: yellow.

- Thumbs down: red.

We then averaged over the class.

There were no “thumbs down”.

22

© BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.

Thank you for joining!