DO OR DIEINNOVATION BY PROCESS-BASED

INFORMATION MANAGEMENT

DAN KELDSEN

CO-FOUNDER AND PRINCIPAL

WWW.INFORMATIONARCHITECTED.COM

DO OR DO NOT

THERE IS NO “TRY”

JEDI MASTER YODANOW IN THE FORM OF A SELF-ADHESIVE STAMP!

SOURCE: US POSTAL SERVICE

“INNOVATION IS OVER-RATED, OUR COMPANY IS

DOING JUST FINE!”

IF YOU THOUGHT THAT - YOU WOULDN’T BE HERE...

(I HOPE!)

BUT JUST IN CASE...

WHAT EFFECT CAN IMPROVING

“INNOVATION” IN YOUR COMPANY

HAVE?

IMPROVE “IDEA-TO-CONCEPT” TIME FROM TWO

MONTHS (60 DAYS)NOTE:

“CONCEPT” DOESN’T

MEAN IT’S A

FINISHED PRODUCT...

YET.

TO TWO HOURS(.08 DAYS)

USE LEAN MANUFACTURING TO GET AN ENTIRE CAR BUILT & DELIVERED IN LESS THAN 7 DAYS FROM

CUSTOMER PURCHASE

(RATHER THAN 6 MONTHS OF SIMPLY SITTING ON THE LOT)

HOW DO DRAMATICALLY TIGHTER CYCLES AFFECT

COSTS AND REVENUES?

TTM AND REVENUE IMPACT

-300,000-225,000-150,000-75,000

075,000

150,000225,000300,000

Q1

2007

Q2

2007

Q3

2007

Q4

2007

Q1

2008

Q2

2008

Q3

2008

Q4

2008

Q1

2009

Q2

2009

Q3

2009

Q4

2009

Q1

2010

Q2

2010

Q3

2010

Q4

2010

1 YEAR OF

INVESTMENT

1 YEAR TO

BREAK-EVENPROFITS

DON’T BEGIN

UNTIL YEAR 3

TTM AND REVENUE IMPACT

SOURCE: PRESENTATION BY VISION CONSULTING (VISION.COM) REGARDING PAYBACK AND AGILE DEVELOPMENT

TTM AND REVENUE IMPACT

SOURCE: PRESENTATION BY VISION CONSULTING (VISION.COM) REGARDING PAYBACK AND AGILE DEVELOPMENT

ACCELERATE YOUR IDEASSUSTAINABLY, FOR EVERYONE, ALL THE TIME

BUT HOW CAN YOU DO THAT?

INNOVATION != INVENTION

RATHER, BUILDING ON TOP OF THE PAST...INNOVATING ON TOP OF PAST INVENTIONS/INNOVATIONS

FOR EXAMPLE

INFINITY OUT OF 12ONLY SO MANY NOTES TO WORK WITH

FORGE CONNECTIONSMEMORIES ARE BUILT BY PATHS

THAT ARE REINFORCED OVER TIME

TRAPPED BY THE PAST?

OR FREED BY THE CONNECTIONS?

SO, BUSINESS AND INNOVATION... HOW DO

YOU DO IT?

EVOLUTION & MATURITY

MATURITY OF INNOVATIONSOURCE: 24/7 INNOVATION - STEPHEN SHAPIRO

UNDERSTANDING YOUR CORESOURCE: 24/7 INNOVATION - STEPHEN SHAPIRO

UNDERSTANDING YOUR CORESOURCE: 24/7 INNOVATION - STEPHEN SHAPIRO

POINT BEING - INNOVATION NEEDS

FOCUS FIRST

IDEAS SECOND

NOTHING SO DANGEROUS AS AN IDEA...

...AS WHEN IT’S YOUR ONLY ONE

SO, LET’S GO FOR, SAY...

KAIZEN, LEAN, AND 1,000,000

IT’S ABOUTTEAMWORK AND

INDIVIDUAL CONTRIBUTION

POWER OF ONE

OR POWER OF MANY?

NEED TECHNIQUESFOR INDIVIDUALS AND

TEAMS

CLASSIC BRAINSTORMING KILLERS(SUSPEND JUDGEMENT “ANYONE GOT A ‘GOOD’ IDEA?”)

SOURCE: OK-CANCEL.COM

CLEARLY CULTURE (AND ATTITUDE) MATTERS

IDEATION TOOLS

SOURCE: DELPHI GROUP 2006

WHAT

TOOLS DO

YOU USE?

NO “INNOVATION PILL”

ESCAPE THE MORPHOLOGICAL MATRIX

(OR NOT, ACTUALLY - THAT’S A MATRIX YOU CAN TRUST!)

BUT IS “THINKING HARDER” (OR MORE

CREATIVELY) THE END?

CE N'EST PAS UN CERVEAU

CONSUMERS CONTRIBUTEEMPLOYEES DON’T - OR SO MANY SAY...

SOURCE: BOKARDO.COM

IF THE PAST TRULY DOES INFORM/SHAPE TODAY

AND THE FUTURE...

TAPPING THE PAST IS KEY(BUT HOW DO YOU DO THAT WITHOUT WASTING TIME?)

TRIZ

HISTORY THROUGH PATENTS

GENRICH ALTSHULLER - “FATHER OF TRIZ”

5 MAJOR LEVELS/CATEGORIES OF INVENTION

CONVENTIONAL SOLUTIONS (32%)

IMPROVEMENT OF EXISTING SYSTEM (45%)

MAJOR IMPROVEMENT OF EXISTING SYSTEMS (18%)

NEXT GENERATION THRU SCIENCE (4%)

TRULY NEW SCIENTIFIC AND TECHNOLOGICAL DISCOVERY (1%)

TRIZ HAS A LARGE TOOLBOX

60 YEARS OF RESEARCH (KNOWLEDGEBASE)

CONTRADICTION MATRIX (BEST PRACTICES)

9 WINDOWS (VISUALIZATION, SYSTEMS THINKING)

IDEAL FINAL RESULT (VISIONING, FOCUS ON OUTCOME)

MAPPING (BUSINESS PROCESS MANAGEMENT)

INNOVATION IS KNOWLEDGE APPLIED, NOT JUST COLLECTED

NEED SYSTEMS & ABILITY TO TAP YOUR PEOPLE

KNOWLEDGE PROCESSING

GRAPHIC SOURCE: IBM GLOBAL INNOVATION OUTLOOK 2005

...AND HOW YOU

TAP EXISTING KNOWLEDGE

FROM OUTSIDE YOUR

ORGANIZATION!

TAP THOSE MINDS

GRAPHIC SOURCE: IBM GLOBAL INNOVATION OUTLOOK 2005

SENSING HUBS?

WHAT’S THE PROCESS LOOK LIKE?

FOCUS!

SOURCE: 24/7 INNOVATION - STEPHEN

SHAPIRO

IDEA LOOPS

SOURCE: IMAGINATIK USER CONFERENCE 2006

“STAGE-GATE” PRODUCT DEVELOPMENT PROCESS

TO SUM UP

INNOVATION IS ESSENTIAL

OTHERWISE, YOU’RE DEAD (JUST A MATTER OF TIME)

NEED TO FOCUS ON AN AREA TO INNOVATE ON

FIRST

PULL APART THE PROBLEM

GENERATE TONS OF IDEAS

(OR LOOK TO THE PAST FOR PRIOR IDEAS)

PICK THE BEST CANDIDATES (EVOLUTION)

RUN THE GAUNTLET (PROCESS)

TAKE IT TO THE MARKET

AND ADAPT AND IMPROVE AS QUICKLY AS YOU CAN

TO KEEP AHEAD ON THE INNOVATION CURVE

WATCH FOR CHASMS ET ALSOURCE: GEOFFREY MOORE - DEALING WITH DARWIN

YOU CAN DO IT!(MILLIONS HAVE DONE IT BEFORE YOU)

ARE YOURPEOPLE TRAINEDFOR INNOVATION?

IS YOURCULTURE READY

FOR INNOVATION?

IS YOURINFORMATION ARCHITECTED

FOR INNOVATION?

WE CAN RAPIDLY GROW YOUR INNOVATION QUOTIENT

WITH A TARGETEDARCHITECTURE FOR INNOVATION

FOR YOUR BUSINESS

ALWAYS OPEN TODISCUSS, DEBATE,CONSULT AND EDUCATE

Dan KeldsenCo-founder and Principal

617-933-9655dk@InformationArchitected.com

Further details on our innovation capabilities at:www.InformationArchitected.com/

InnovationManagement