Innovation road map with an introduction to triz

Innovating today for better tomorrow

Innovating by building capability using TRIZ

Prashant Y. Joglekar

joglekarprashant@gmail.com

http://innovationnukkad.blgspot.com

www.twitter.com/ideabound

On Facebook & Twitter Find Me

“Prashant Yeshwant Joglekar”

Presentation Flow

• Innovation Imperative

• Innovation Tiers, Types and Territory

• Introduction to Systematic Innovation

• Proposed Next Steps for Organization

1/30/2014 2

Presentation Flow

• Proposed Next Steps for Organisation

1/30/2014 3

Every Business Likes Arnold Schwarzenegger

Strong Healthy Top Line

( Revenue)

Controlled Waste Line

( Cost )

Strong Healthy Profit Foundation

( Profit)

: 1/30/2014 4

Balanced Score Card – Looking at Business Holistically

Source : SAS, Balance Score Card 1/30/2014 5

Innovation – Shortest Definition

INNOVATION = Successful Step Change = Positive ROI & Profit

1/30/2014 6

System Hits The Limit

: 1/30/2014 7

We are Doing Fine – Why We Need to Innovate ( Litmus Test )

Parameters of

Measurement

More Demanding Innovation

Environment

( + 5 Points)

Neutral

( 0 Points)

Less Demanding innovation

environment

( - 5 points)

Industry

Maturity

Highly mature market showing

signs of communization

Market beginning to show

signs of maturity

Nascent market with unclear

business models

Competitive

Dynamics

Fast-moving industry and /or

industry with short product life

cycles

Moderately changing industry

( e.g. Automobiles)

Slow-moving industry where

change rarely occurs

( e.g. steel)

Intensity

Very High; innovation requires

major capital equipment

( e.g. pharmaceuticals)

Moderate; innovation possible

with less capable equipment

( e.g. Consumer Goods)

Low; innovation possible with

little to no investment

(e.g. media)

Scope of

Innovation

Activities

Innovation possible only with

close coordination across

business units, functions and

regions

Innovation able to be isolated

within a single business unit

with coordination across

functions

Innovation possible in

separate pockets of the

organization with minimal

coordination

Innovation

culture

Company in ‘operational’

mode, with innovation viewed

largely as distraction

Innovation understood to be

important, but not something

that is everyone’s

responsibility

Entrepreneurial culture, where

innovation is a core part of the

company DNA

Breadth of

Talent

< 10 % of employees capable

of delivering legitimately

disruptive ideas

10-30 % of employees capable

of developing legitimately

disruptive ideas

> 30 % of employees capable

disruptive ideas

Source : Innovator’s Guide To Growth , SCOT ANTHONY , Harvard Business Press 1/30/2014 8

Assessing Innovation Environment of a Commodity Business

Parameters of

Measurement

More Demanding Innovation

Environment

( + 5 Points)

Neutral

( 0 Points)

Less Demanding innovation

environment

( - 5 points)

Industry

Maturity

Highly mature market showing

signs of commoditization

Market beginning to show

signs of maturity

Nascent market with unclear

business models

Competitive

Dynamics

Fast-moving industry and /or

industry with short product life

cycles

Moderately changing industry

( e.g. Automobiles)

Slow-moving industry where

change rarely occurs

( e.g. steel)

Intensity

Very High; innovation requires

major capital equipment

( e.g. pharmaceuticals)

Moderate; innovation possible

with less capable equipment

( e.g. Consumer Goods)

Low; innovation possible with

little to no investment

(e.g. media)

Scope of

Innovation

Activities

Innovation possible only with

close coordination across

business units, functions and

regions

Innovation able to be isolated

within a single business unit

with coordination across

functions

Innovation possible in

separate pockets of the

organization with minimal

coordination

Innovation

culture

Company in ‘operational’

mode, with innovation viewed

largely as distraction

Innovation understood to be

important, but not something

that is everyone’s

responsibility

Entrepreneurial culture, where

innovation is a core part of the

company DNA

Breadth of

Talent

< 10 % of employees capable

of delivering legitimately

disruptive ideas

10-30 % of employees capable

disruptive ideas

> 30 % of employees capable

disruptive ideas

Source : Innovator’s Guide To Growth , SCOT ANTHONY , Harvard Business Press

: 1/30/2014 9

Organization's Approach to Innovation based on assessment

Scoring Organization’s Approach

20 to 30 Very Demanding Innovation Environment : In these settings, there is likely need for greater

resource allocation, more structured approaches to innovation, more significant senior

management guidance and overall organizational autonomy for selected innovation units

10 to 15 Moderately demanding innovation environment : In these contexts, circumstances suggest

focusing on one or two key aspects of company’s environment. Significant hands-on

management may be required to overcome internal challenges, and /or well-defined structure and

process may be needed to foster rapid innovation while effectively managing potential risks

-15 to 5 Less Demanding Innovation Environment : Here, focused innovation efforts can be carried out

with limited need for direction from senior leaders and minimal investment. Market conditions

and the personnel in the organization likely enable a more flexible and slower paced approach to

Innovation.

-30 to -20 Naturally innovative environment : Innovation in these settings tends to be inherent in the core

culture. Innovation efforts can be thus be well integrated with the main lines of business and can

occur as a natural part of doing business. In these environments, it is important not to over direct

or stifle innovation through excessive structure.

: 1/30/2014 10

Organization's Approach to Innovation based on assessment

Scoring Innovation Strategy

20 to 30 Very Demanding Innovation Environment : In these settings, there is

likely need for greater resource allocation, more structured approaches

to innovation, more significant senior management guidance and overall

organizational autonomy for selected innovation units

10 to 15 Moderately demanding innovation environment : In these contexts, circumstances suggest

focusing on one or two key aspects of company’s environment. Significant hands-on

management may be required to overcome internal challenges, and /or well-defined structure

and process may be needed to foster rapid innovation while effectively managing potential risks

-15 to 5 Less Demanding Innovation Environment : Here, focused innovation efforts can be carried out

with limited need for direction from senior leaders and minimal investment. Market conditions

and the personnel in the organization likely enable a more flexible and slower paced approach to

Innovation.

-30 to -20 Naturally innovative environment : Innovation in these settings tends to be inherent in the core

culture. Innovation efforts can be thus be well integrated with the main lines of business and can

occur as a natural part of doing business. In these environments, it is important not to over

direct or stifle innovation through excessive structure.

: 1/30/2014 11

Presentation Flow

1/30/2014 12

The Innovation Stack

Management Innovation

( ‘Work’ Different for e.g. 3M)

Strategic Innovation

( ‘Sell’ Different, ‘Southwest’)

Product / Service Innovation

(‘make’ different, Apple)

Operational Innovation

(‘make’ better e.g. TOYOTA)

Source : The Future of Management By GARY HAMEL , Harvard Business Press 1/30/2014 13

Innovation Territory – Business Model Landscape

Key Partners

• Strategic

alliance

• Cooperation

between

competitors

• Joint

ventures

• Buyer-

Supplier

• Customer-

provider

Key Processes

• Operating Processes

( Sales and

Marketing,

Production,

Maintenance, R & D,

Logistics etc.)

• Support Processes (

HR, IT,

Administration)

Value Proposition

• Newness

• Performance

• Customization

• Getting the job

• Design

• Brand/Status

• Price

• Cost Reduction

• Risk reduction

• Accessibility

• Convenience /

Usability

Customer Relationship

• Personal assistance

• Dedicated personal

assistance

• Self-service

• Automated Service

• Communities

• Co-creation

Customer

Segments

• Mass Market

• Niche Market

• Segmented

• Diversified

• Multi-sided

platform

Key Resources

• Physical

• Intellectual

• Human

• Financial

Channels

• Sales Force

• Web Sales

• Own Stores

• Partner Stores

• Wholesaler

Cost Structure

• Cost Driven ( Southwest)

• Value Driven ( Luxury Hotels)

Revenue Streams & Pricing Mechanisms

• Selling Products

• Usage Fee

• Subscription Fees

• Lending / Renting / Leasing

• Licensing

• Brokerage Fees

• Advertising

Source : Business Model Generation, Alexander Osterwalder, WILEY & SONS 1/30/2014 14

Innovation HOT SPOTS – 12 Ways To Innovate

Dimension Definition Examples Business Model

Element

Offerings Develop innovative new

products or services

• Gillette Mach 3 Turbo, Fusion Razor

• Apple i-pod music player and I Tunes

music service

Value Proposition

Platform Use common components or

building blocks to create

derivative offerings

• General Motors OnStar telematics

platform

• Disney animated movies

Key Resources +

Offering

Solution Create integrated and

customized offerings that solve

end-to-end customer problems

• UPS logistic services Supply Chain

Solutions

• DuPont building innovations for

construction

Value Proposition +

Offering

Customers Discover unmet customer or

identify underserved customer

segments

• Meru Cab

• ACT –II POPCORNS

Customer relationship

+ Value Proposition

Customer

Experience

Redesign customer interactions

across all touch points and all

moments of contact

• BOOK My show ( IPL Tickets, Stadium

• Net-banking

Customer

relationships + Cost

Structure + Value

proposition

Capture

Redefine how company gets

paid or create innovative new

revenue streams

• Steel service centers

Customer

relationship+ Revenue

Streams

Processes Redesign core operating

processes to improve efficiency

& effectiveness

• Toyota Production Systems

• GE’s SIX SIGMA Processes

Core processes + Cost

Structure

Source : “12 Ways To Innovate . Mohanbir Sawhney, Kellogg School of Management 1/30/2014 15

12 Ways to Innovate

Dimension Definition Examples Business Model

Element

Organization Change form, function or

activity scope of the firm

• TOYOTA LEXUS Luxury Car Customer Segments +

Revenue Streams

Supply Chain Think differently about sourcing

and fulfillment

• ITC e-chaupal Key Resources +

Partnership + Cost

Structure + Value

Proposition

Presence Create new distribution

channels or innovative point of

presence, including the places

where offerings can be bought

or used by customers

• Starbucks music CD sales in coffee

stores

Channel

Networking Create network centric

intelligent and integrated

offerings

• OTIS remote elevator monitoring

service

Partners

Brand Leverage a brand into new

domains

• Apple, Janguar Customer Segment,

Customer Relationship

Source : “12 Ways To Innovate . Mohanbir Sawhney, Kellogg School of Management 1/30/2014 16

Presentation Flow

1/30/2014 17

Challenges to Innovate : External Barriers For Large Firms

1/30/2014 Source : National Knowledge Commission, Govt of India Report 2007 18

Challenges to Innovate : Internal Barriers for Large Firms

1/30/2014 Source : National Knowledge Commission, Govt of India Report 2007

Solution : Special Skill Building Programs + Structure

1/30/2014 Source : National Knowledge Commission, Govt of India Report 2007

Can I be Innovative ???

• But Innovation is Confined to Few Intelligent Men ??

• So can I be Innovative ??

• How can that be possible ?? This was never a subject in my

curriculum

Don’t Loose Hope

• How can I learn to Innovate now? Is there a systematic way of

learning it?

Yes, Yes, Yes ……

1/30/2014 Source : 21

1/30/2014 Source : 22

TRIZ alias Systematic Innovation

Father & Propagator of Systematic Innovation (TRIZ)

1/30/2014 Source : 23

Systematic Innovation – Distilling World’s Best Knowledge

Patents

Science ‘psychology’

Business Because we spent the

last 12 years studying

innovations from the

last 100 years:

~3000 management texts

published per year

~7500 academic/trade

journals in circulation

~ > 400,000 patents granted

‘Breakthrough’

Database

Source : 1/30/2014 24

TRIZ and It’s Brief History

1. Problems and Solutions were repeated across industries and

Sciences ( Someone Somewhere Has Already Solved a

Problem Similar Like Mine)

2. Patterns of technical evolution were repeated across industries

and sciences

3. Innovations used scientific effects outside the field where they

were developed

1/30/2014 Source : 25

Innovation Levels

Level 1 Routine design problems solved by methods well known within

the specialty. Usually no invention needed. example: use of

‘coal’ for writing

Level 2 Minor improvements to an existing system using methods known

within the industry. example: ‘Graphite Pencil’ (wrapped coal

stick)

Level 3 Fundamental improvement to an existing system using methods

known outside the industry. example: Ink Pen (ink instead of

Level 4 A new generation of a system that entails a new principle for

performing the system's primary functions. Solutions are found

more often in science than technology. Example Printer (another

whole system for writing)

Level 5 A rare scientific discovery or pioneering invention of an

essentially new system. example: electronic Pen & Paper

1/30/2014 Source : 26

Systematic Innovation Cycle

My Problem

Generic problem set Generic solution set

My Solution

Source : 1/30/2014 27

Problem is nothing but the gap between “What We Want”

and “What We Have”.

-Edward De Bono

“The significant problems we face cannot be solved at the

same level of thinking we were at when we created them”

-Albert Einstein

Innovation is Solving Problem Recognized / Unrecognized

Source : 1/30/2014 28

Five Pillars of Breakthrough Methodology

1/30/2014 Source : 29

IDEALITY

1/30/2014 Source : 30

Ideality Cone

1/30/2014 Source : 31

IDEAL FINAL RESULT – Deployment Philosophy

1/30/2014 Source : 32

CONTRADICTIONS

1/30/2014 Source : 33

COCA COLA CAN EVOLUTION

1/30/2014 Source : 34

Principle 17 : Another

Dimension

OIL SPILL Problem

1/30/2014 Source : Are you solving the right problem : Dwayne Spradlin, HBR September 2012 : 35

Parameter We Are Trying To Improve

STABILITY ( Matrix Parameter 21)

Parameter That Prevents Us from

Improving

Temperature ( Matrix Parameter 22)

Inventive Principles

35 – Parameter Changes

40 – Composite Material

03- Local Quality

01- Segmentation

18 – Mechanical Vibration 24 - Intermediary

My Problem Is So Unique….

1/30/2014 Source : 36

Someone Somewhere Has Solved Problem Like Yours

1/30/2014 Source : 37

TRENDS of EVOLUTION

1/30/2014 Source : 38

Trends of Evolution

1/30/2014 Source : 39

How to Read The Plots

1/30/2014 Source : 40

Trend List

1/30/2014 Source : 41

PIZZA BOX – System Evolution

1/30/2014 Source : 42

Business Implication

= 14 Mn USD

Application of TRENDS of EVOLUTION

1/30/2014 Source : 43

Business Trend : Customer Experience Trend

Commodity Product Service Experience Transformation

1/30/2014 Source : 44

DATA - Information - Knowledge - Wisdom

Data Information Knowledge WISDOM

1/30/2014 Source : 45

FUNCTIONALITY

1/30/2014 Source : 46

Remove Water From GLASS

1/30/2014 Source : 47

http://function.creax.com/

1/30/2014 Source : 48

Resources

1/30/2014 Source : 49

Tool Map

Divergent Convergent Divergent Convergent

Ideal Final Result /

Attribute

Function & Attribute

Analysis

Resources

Evoplot Analysis

Why & What’s Stopping

Analysis

Size- Time-Interface-Cost

Spiral Dynamics

S-Field Analysis

Smart-Little People

S-Curve Analysis

Subversion Analysis

Constraint Mapping

Root Cause Analysis

Root Contradiction

Analysis

Root Contradictions

Contradiction Matrix

Inventive Standards

Inventive Principles

Trends

Trimming

De-BONO

SCAMPER

Oblique Strategies

Multi Criteria Decision

Analysis

Perception Mapping

Omega Life Views

Red Team Analysis

Kepner-Tregoe

Function Data Base

Patent Data Base

Problem Definition Solution Generation

Source : Hands On Systematic Innovation , IFR Press, UK 1/30/2014 50

Source : 1/30/2014 51

Companions of Process Excellence

Systematic Innovation –

Technical

Business

& Management

Software

Breaking Psychological Inertia

Latest Research

On Contradictions

trenDNA – Understanding Populations

Better Than They Understand Themselves

Source : 1/30/2014 52

Presentation Flow

• Proposed Next Steps for an organisation

Source : 1/30/2014 53

TRIZ Propagation at SAMSUNG

Source : 1/30/2014 54

My Value Proposition

1/30/2014 Source : 55

1. Systematic Innovation Workshops for Technical / Business / IT

domains

2. Learning deployment by solving problems in hand

3. Specific Business Outcome Driven Innovation Project

4. Product / Process Driven Transformation

5. Mapping innovation landscape for an organization to drive

innovation agenda more inclusively

Innovation Maturity Journey

Maturity Stage

Journey

What Do We Do Here

SEEDING

CHAMPIONING

MANAGING

STRATEGISING

VENTURING

Source : 1/30/2014 56

Innovation Maturity Journey - Seeding

Maturity Stage

Journey

What Do We Do Here

SEEDING In this phase it is best to achieve a small scale success as not many would want

to disrupt an organization that seems to be working well. The key is some

success than scale.

CHAMPIONING The primary aim during this stage is to achieve a broad acceptance across organization

that innovation is a key business process rather than an ethereal, high-risk enemy. Here

quantifying the improvements is essential.

MANAGING This phase is little tricky, as due to initial success there are many who wants to jump the

bandwagon. In this phase search needs to be for the people who are passionate and

want to bring about the change. This phase has to be managed delicately, else there will

be more presentations & no work

STRATEGISING There is going to be someone with full-time responsibilities for innovation within the

team. This is the stage where the team members need to develop new skills such as

scenario planning, story-telling. People are beginning to see central innovation team as

‘the place to be’ for the best chances of career progression.

VENTURING Here the organizations venture into different areas of business those are not relevant to

their so called core. Here the organization has self-adapting management structures and

teams.

Source : 1/30/2014 57

Innovation Maturity Journey - Championing

Maturity Stage

Journey

What Do We Do Here

SEEDING In this phase it is best to achieve a small scale success as not many would want to

disrupt an organization that seems to be working well. The key is some success than

scale.

CHAMPIONING The primary aim during this stage is to achieve a broad acceptance across

organization that innovation is a key business process rather than an ethereal,

high-risk enemy. Here quantifying the improvements is essential.

teams.

Source : 1/30/2014 58

Innovation Maturity Journey - Managing

Maturity Stage

Journey

What Do We Do Here

scale.

MANAGING This phase is little tricky, as due to initial success there are many who wants to

jump the bandwagon. In this phase search needs to be for the people who are

passionate and want to bring about the change. This phase has to be managed

delicately, else there will be more presentations & no work

teams.

Source : 1/30/2014 59

Innovation Maturity Journey - Strategizing

Maturity Stage

Journey

What Do We Do Here

scale.

STRATEGISING There is going to be someone with full-time responsibilities for innovation within

the team. This is the stage where the team members need to develop new skills

such as scenario planning, story-telling. People are beginning to see central

innovation team as ‘the place to be’ for the best chances of career progression.

teams.

Source : 1/30/2014 60

Innovation Maturity Journey - Venturing

Maturity Stage

Journey

What Do We Do Here

scale.

VENTURING Here the organizations venture into different areas of business those are not

relevant to their so called core. Here the organization has self-adapting

management structures and teams.

Source : 1/30/2014 61

Innovation Infrastructure

1/30/2014 Source : European Summit for the Future 2009 62

Elements of Knowledge Management Framework

Different Businesses, Different Context, Common Ideas

Contradiction Matrix & Inventive Solution ( “Matrix +” Suite)

Functional Data Bases (http://function.creax.com/)

Evolutionary Potential for Systems ( Technical, Business,

Software) ( EVOPlot +)

Resource Data Base ( Resource Category wise For e.g. Free /

Low Cost Resources, Human Resources, Smart Resources etc)

Systematic Innovation TOOL KIT

Mapping Knowledge Networks ( www.orgnet.com )

1/30/2014 63 Source :

1/30/2014 Source : 64

Thank You

joglekarprashant@gmail.com

http://innovationnukkad.blogspot.com

www.twitter.com/ideabound

Linked In & Facebook : Prashant Yeshwant Joglekar

Innovation road map with an introduction to triz

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Transcript of Innovation road map with an introduction to triz

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