Post on 16-Apr-2017
Design for InnovationDesign for Innovation Embedding best practice discipline in business
The Design for Innovation (D4I) Framework
Sustainable Value Creation, Management
and I nnovation
We help companies achieve better results by making better decisions
Design for Innovation Ltd, 2009 1
US$500 billionUS$500 billion
GE Market Capitalization
US$13 billionUS$13 billion
20002000
Jack Welch steps down as CEO of GE
19819811
Jack Welch appointedas CEO of GE
Success story
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Design for InnovationDesign for Innovation Embedding best practice discipline in business
1.1. The ability to learn more about our The ability to learn more about our customers faster than the competition.customers faster than the competition.
2.2. The ability to turn that learning into The ability to turn that learning into action faster than the competition.”action faster than the competition.”
“We have only two sources of competitive advantage:
SuccessStory Jack Welch said:
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What you don’t know about your customers and your business may
be costing you millions!
For example:
technology,
product &
service
value-creation
urgent needs
For example:
The best
customer
solutions to
maximize your
customers’
profitability
For example:
Your business model is now obsolete, limiting your effectiveness and ability to achieve a sustainable competitive advantage
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Design for InnovationDesign for Innovation Embedding best practice discipline in business
Design for Innovation Ltd, 2009 5
We see Innovation as THE Driver of Competitive AdvantageSystemic Approach to Innovation
BUSINESSinnovation
ORGANIZATIONALinnovation
PRODUCTinnovation
PROCESSinnovation
MARKETINGinnovation
TECHNOLOGYinnovation
STRATEGYinnovation
D4I Framework Summary
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1. Where [are our stakeholders going]? Target key stakeholders’ unmet wants and needs.
2. What [do they need to get there]? Identify problems to solve and opportunities to realize, that leverage existing
resources and capabilities.
3. How [will they get there]? Generate solutions with inventive problem-solving, product ideation and innovation
tools.
4. How Well [can they get there]? Evaluate feasibility and value of alternative solutions from multiple perspectives.
5. When [will they get there]? Develop and execute an effective action plan for implementing solutions and
monitoring progress.
[1]STAKEHOLDER
WANTS & NEEDSFOR PROVIDINGCONTRIBUTIONS
[2]STRATEGIES TO
SATISFY KEYSTAKEHOLDER
WANTS & NEEDS
[3]CRITICAL
PROCESSESTO EXECUTESTRATEGIES
[4]CAPABILITES TO OPERATE & ENHANCEPROCESSES
[5]STAKEHOLDER
CONTRIBUTIONSTO SUSTAIN
CAPABILITIES
Target key stakeholders’ unmet wants
and needs
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1. Where [are our stakeholders going]?
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2. What [do they need to get there]? Identify problems to solve and opportunities to realize, that
leverage existing resources and capabilities.
Identifying Problems and Opportunities with your Stakeholders… including Business Patterns
1. Unexpected Successes
2. Unexpected Failures3. Unexpected
External Events4. Process
Weaknesses5. Industry / Market
Structure Changes
6. High-Growth Areas
7. Converging Technologies
8. Demographic Changes
9. Perception Changes
10. New Knowledge
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Stakeholder Partnerships for Stakeholder-driven Innovation:Involve Your Stakeholders as Co-innovators
Board
Marketing
Leadership
R&D
Finance
Operations
StakeholdersSales
Purchasing
Business FocusBusiness Focus::Effectiveness –Effectiveness –
BusinessBusinessProactivityProactivity
Business FocusBusiness Focus::Efficiency – Efficiency – Business Business ResponsivenessResponsiveness
3. How [will they get there]? Generate solutions with inventive problem-solving, product
ideation and innovation tools.
101. 1.
Business Model IdeationBusiness Model Ideation
2.2.Business Model OptimizationBusiness Model Optimization
3.3.Customer Solution OptimizationCustomer Solution Optimization
4.4.SolutionSolution--driven Services driven Services
5.5.SolutionSolution--driven Productsdriven Products
6.6.Delivery ProcessesDelivery Processes
7.7.Technology EnablersTechnology Enablers
1. 1. Business Model IdeationBusiness Model Ideation
2.2.Business Model OptimizationBusiness Model Optimization
3.3.Customer Solution OptimizationCustomer Solution Optimization
4.4.SolutionSolution--driven Services driven Services
5.5.SolutionSolution--driven Productsdriven Products
6.6.Delivery ProcessesDelivery Processes
7.7.Technology EnablersTechnology Enablers
4. How Well [can they get there]? Evaluate feasibility and value of alternative solutions from
multiple perspectives.
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Examine the Critical Factors:
1. Technical Factors2. Timing Factors3. Stability Factors4. Position Factors5. Growth Factors
6. Marketability Factors7. Production Factors8. Financial Factors9. Protection Factors10. Stakeholder Factors
Design for InnovationDesign for Innovation Embedding best practice discipline in business
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Design for Innovation provides a simple yet deeply insightful frame of reference formaking better decisions and achieving better results by design, on a continuous basis
Stakeholder Perspectives Examined:
• Investors
• Customers
• Intermediaries
• Employees
• Suppliers
• Regulators
• Communities
• Pressure Groups
• Alliance Partners
• Other Stakeholders
5. When [will they get there]? Develop and execute an effective action plan for
implementing solutions and monitoring progress.
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Stage- / Phase-Gate Project Management for Any Process (e.g.)
• Operating Processes:
– Develop Vision & Strategy– Design & Develop Products
& Services– Market & Sell Products &
Services– Deliver Products &
Services– Manage Customer Service
• Management & Support Processes:– Develop & Manage Human
Capital– Manage IT & Knowledge– Manage Financial Resources– Manage Environmental Health
& Safety– Manage External Relationships– Change Management
Design for InnovationDesign for Innovation Embedding best practice discipline in business
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The D4I Framework Facilitates Value Creation, Management and Innovation
PlanningValue Creation
Value Impacts
Value Outcomes
Value Outputs
Value Drivers
Value Builders
Where are we going?
What can we use now?
Create new possibilities
Evaluate and select
Action and monitor
Design for InnovationDesign for Innovation Embedding best practice discipline in business
Primary Focus:Performance Improvement
Primary Focus:Customer Solutions
Primary Focus:Ideation & Innovation
Primary Focus:Project Management
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D4I Framework Core Competencies
Where are our stakeholders
going?
What do they need to get
there?
How will they get there?
How well can they
get there?
When will they get there?
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D4I Framework Tools & Resources1. Where [are our stakeholders going]?
Performance improvement audits & roadmaps Strategic planning workshops & seminars
2. What [do they need to get there]? Tools for maximizing existing & potential lifetime value of customers & prospects Customer-product interaction discovery workshops Business-Market-Customer opportunity discovery workshops Business-Market-Customer problem solving workshops
3. How [will they get there]? Inventive problem solving workshops & seminars Product ideation & innovation workshops Product-process-service innovation audits
4. How Well [can they get there]? Better decision making guides and tools Collaborative innovation capture, assessment & optimization
5. When [will they get there]? Process mapping and workflow optimization Stage-gate project management; and stage-gate product ideation & development Lean six sigma & design for six sigma tools & resources Tools & resources for facilitating collaboration & change management Market research and technology R&D Techno-economic analysis & modelling for business investments
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D4I Framework for Technology Innovation Management
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1. Where [is the need]? What is the next winning technology to satisfy the potential or perceived market need?
2. What [is the problem definition]? Transform the need into a clearly defined problem, or a set of problems accompanied
by a list of various constraints.
3. How [will the problem be addressed]? Generate conceptual solutions to the problem(s) with TRIZ.
4. How Well [do the alternative solutions work]? Evaluate the concepts generated against various criteria, & select the most promising
ones for designing a prototype.
5. When [will the best solution be ready]? Develop the detailed design, determine the dimensions of all the components, specify
material requirements etc.
D4I Tools for Technology Innovation Management
• Problem analysis, definition & development audit:
– Level 1: Routine design problems – Level 2: Minor improvements– Level 3: Fundamental improvements– Level 4: Next generation technologies– Level 5: Pioneering discovery / invention
• Algorithm for Inventive Problem Solving (ARIZ)
• Laws of technological system evolution:– Tools for development of conceptual
designs– Tools for identification & development of
next-generation technologies• 76 Standard Solutions for fundamental
improvements to existing systems with Substance-Field Analysis:
– Improving the system with no or little change
– Improving the system by changing the system
– System transitions– Detection and measurement– Strategies for simplification & improvement
• 100s of Patterns of Invention (Operators) to:– Eliminate, reduce or prevent harmful effects– Provide alternative ways to obtain useful
effects– Resolve physical & other technical and non-
technical contradictions• 1,000s of scientific effects for supporting
Substance-Field Analysis, and discovering / enhancing ready-to-use, derived & insufficient resources:
– Fields: absorbing, accumulating, detecting, preventing, producing other fields & resources
– Substances: accumulating, combining, detect-ing, eliminating, forming, moving, changing phase, preserving, producing & separating other substances & resources
– Parameters: changing, decreasing, increasing, measuring, stabilizing other parameters & resources
• Access to and searching of US patents & patent applications, EP documents, Japan-ese abstracts, and WIPO (PCT) documents
• Access to and searching of 7,000+ detailed scientific & engineering encyclopedia topics
• 100s of searchable technical guidebooks
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Design for InnovationDesign for Innovation Embedding best practice discipline in business
Companies we have worked with * Industrial Research Limited * National Institute of Water & Atmospheric Research * Meridian Energy * Orion Networks * IAG Insurance * MainPower * Coca Cola Amatil * Eastland Networks * General Cable New Zealand * Asia Pacific Economic Cooperation (APEC) * Canterbury Development Corporation * Ravensdown Fertiliser Cooperative * Canterprise, University of Canterbury * New Zealand Trade and Enterprise * Business Mentors New Zealand
* Rocky Mountain Institute, USA * Ideation International, USA * PD-Trak Solutions, USA
* Broken Hill Proprietary, Australia
* Centre for Exploitation of Science & Technology, UK * Department of Trade & Industry (DTI), UK * The Design Council, UK
* The European Commission (Belgium, Luxembourg)
* Mitsubishi Research Institute, Japan * Tokyo Electric Power Company, Japan
* McMer Corporation, Philippines
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Design for InnovationDesign for Innovation Embedding best practice discipline in business
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For further information contact:
Dr. Iain Sanders
Mobile: +64 (027) 356-6401Skype: iain.designforinnovation.comEmail: iain@designforinnovation.com
Web: http://www.designforinnovation.com