D2.2 - ANNEX 1 · 2014-11-24 · 2 3/161 CREATE Project Summary From Dante to Merloni (through...

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D2.2 - ANNEX 1Working material for the sessions 3, 4, 5 and 6

(English version)

Beyond Efficiency towards Discontinuity………………… 2 -> 28

Through the Lens of Creativity……………………………. 29 -> 49

Attribute Value Chain………………………………………. 50 -> 82

Provocation & Movement………………………………….. 83 -> 97

Creativity Template…………………………………………. 98 -> 132

Six Thinking Hats…………………………………………… 133 -> 161

INDEX SLIDES

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BEYOND EFFICENCY

TOWARDS DISCONTINUITY

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SummaryFrom Dante to Merloni (through Santa Fe)

Operative excellence, or the praise of continuity

Creative destruction, or the praise of discontinuity

Creative disorganization, or the dynamic equilibrium between continuity and discontinuity

All things are ready, if our minds be so (Shakespeare, 1599)

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Midway upon the journey of our life

I found myself within a forest dark,

For the straightforward pathway had been lost.(Dante Alighieri, La Divina Commedia, Inferno, 1306)

FOREST DARKFOREST DARK = COMPLEXITY = COMPLEXITY

MIDWAY UPON THE JOURNEY OF OUR LIFE = STORE OF KNOWLEDGE

Provocations from Middle Age

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DISORDER

CR

EATI

VE D

ESTR

UC

TIO

N

ORDER

Provocations from Santa Fe

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DISORDERDISORDERORDERORDER

Between Deserts and Tornados

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DISORDERDISORDERORDERORDER

Between Bureaucracy and Anarchy

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DISCONTINUITY

CONTINUITY

Death for fossilization

Death fordisintegration

orderdisorder

involution(decline)

evolution(development)

Cues from the Theory of Complexity

LIFELIFE

Dynamic equilibrium at the edge of chaos

Disequilibrium

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Provocations to companies

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Sharing to improve the context

Plan the present

Continuity(+)

(+) (+)

(+)(+)

STATE

OBJECTIVE

ACTION

EFFECT

Operational Excellence

RELATIONAL CAPACITY

Lever

Praise of Continuity: the 'Excellence' Circle

[source: De Toni - Comello, 2005]

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Praise of Continuity

Incremental improvement of:

Processes

Products/services

Organizational-managerial models

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Quick loss of Competitive Advantage

[source: D’Aveni, 1995]

Launch

Exploitation

Counterattack

Period (years)

Profits from sustainablecompetitive advantage

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[source: D’Aveni, 1995]

The Strategy of Upsetting

The enterprise has already moved to advantage n.2

Exploitation

Counterattack

Profits from a series of repeatable actions

Period (years)

Launch

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Creation of new contexts

Imagine the future

Discontinuity(+)

(+) (+)

(+)(+)

STATE

OBJECTIVE

ACTION

EFFECT

Creative destruction

CREATIVE CAPACITY

Lever

Praise of Discontinuity: the 'Creation' Circle


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Praise of Discontinuity

Creative disorder of :

Processes

Products/services

Organizational-managerial models

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Logic takes you from A to B. Imagination takes you everywhere. (Albert Einstein, 1955)

Imagination is the first source of human happiness

(Giacomo Leopardi, 1837)

Future belongs to those who can imagine it

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Plan the present

Operational excellence

(+)Sharing to improve the

context

RELATIONAL CAPACITY

Lever ACTION

STATE

Imagine the future


(+)

CREATIVE CAPACITY

LeverACTION

STATE

Creation of new contexts

MANAGERIAL APPROACH ENTREPRENEURIAL APPROACH

ORDER DISORDER

OBJECTIVEOBJECTIVE

'Excellence' Circle'Excellence' Circle 'Creation' Circle'Creation' Circle

Cre

ativ

e di

sorg

aniz

atio

nC

reat

ive

diso

rgan

izat

ion

EDGE OF CHAOSEDGE OF CHAOSEDGE OF CHAOS

EFFECT EFFECT

DiscontinuityContinuity



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‘‘ExcellenceExcellence’ ’ circlecircle

‘‘CreationCreation’ ’ CircleCircle

EDGE OF CHAOSEDGE OF CHAOS

ORDER

DISORDER

PERFECT ORDER

CHAOTIC ORDER

CHAOTIC DISORDER DISINTEGRATION

LIFE

FOSSILIZATION

Continuity

Discontinuity

Hydraulic Analogy at the Edge of Chaos

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Between Formal and Informal Systems

FORMAL SYSTEM INFORMAL SYSTEM

PREDOMINANT SYSTEM EFFECTS

ORDER: perfect order

Structure Defined procedures e control systemslll

ConformismRisk aversionInertia

Formal system Death forfossilization

ORDER & DISORDER: chaotic order See above See below

Equilibrium between formal and informal system

Life

DISORDER: chaotic disorder lll

> Diversity > Risk propensity > Change

Informal system Death for disintegration

Undefined procedures e control systems

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DISCONTINUITY

CONTINUITY

Operational excellence


order

involution (decline)

evolution (development)


Disequilibrium

Creative Creative pathpath

Efficient Efficient pathpath

CREATIVE CREATIVE DISORGANIZATIONDISORGANIZATION

Towards creative disorganization

disorder

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Conclusions: ready to catch the creative moment

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Dedicated to…

… the wise people

who live at the edge of chaos …

… move on, we’ll be lucky …

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Alberto F. De Toni: [email protected]

Alessandro Bonanni: [email protected]

Alessandro Ganzit: [email protected]

Mauro De Bona: [email protected]

Contacts

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Through the Lens ofThrough the Lens ofCREATIVITYCREATIVITY

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Creativity is to……PUT TO OTHER USES

…ADAPT…MODIFY

…MAGNIFY…MINIFY

…SUBSTITUTE…COMBINE…REVERSE

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Post-it

• Other ways to use as is?

• Other uses if slightly modified?

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Environmental packaging for fast food

• Made with potatoes, limestone and fiber

• Biodegradable

• McDonald’s testing them

• Also eatable?


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NitroglycerinTeflon


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…ADAPT

Razor blades

• What else works like this?

• What else could I copy?

Interchangeable brush head

Creativity is to…

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"Breathing" shoe "Breathing" jacket

Creativity is to……ADAPT

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Electric chicken-pluck Epilady

Creativity is to……ADAPT

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…MODIFY

Ergonomic grip for water bottles

• Change meaning, colour, shape, movement, ...?

Creativity is to…

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Snap-saver No-brainer ®

• Snap the lids on the bottom

• No need for looking for lids anymore

• 20$ for a 12-container set

Creativity is to……MODIFY

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…MAGNIFY• Stronger, larger, exaggerated?

• Add an ingredient, a component?

Gillette Mach3

ShickQuattro

Gillette M3Power

Creativity is to…

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Chillow® - Refrigerated Pillow

• A chiller that goes into your pillow so that you have a cool spot to place your head

• Non electric, non toxic, no noise

• $30

• Also for dogs! ($40)

Creativity is to……MAGNIFY

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…MINIFY

from Hard Disk to CD to USB drive

• Smaller, lighter, shorter?

• Subtract an ingredient, a component?

Creativity is to…

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Walkman

Creativity is to……MINIFY

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…SUBSTITUTE

Car speakers for mobile phone

• Other material, process, power source, approach?

Creativity is to…

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Cellphone + Camera + MP3 player

• Blend, alloy, ensemble?• Combine units, purposes, processes?

Creativity is to……COMBINE

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Antibacterial paint

• Calcium hydroxide added to paint

• 20 harmful microbes killed for 6 years

• Redecorate and disinfect at the same time


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Shick razor ‘Intuition’• Hair-removing cream and razor together

• Can be used in the shower

• Depilating in a single move


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…REVERSE

iMac design

• Backwards, upside down, inside out?• Open, close?

Creativity is to…

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Ketchup Top -Down• New design for bottles

• You don't need to shake the bottle anymore

• Sauce flows out gently

Creativity is to……REVERSE

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CONTACTS:CONTACTS:





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ATTRIBUTEATTRIBUTE--VALUE CHAINVALUE CHAIN

A STATISTICAL TECHNIQUE A STATISTICAL TECHNIQUE FOR EXTERNAL MAPPINGFOR EXTERNAL MAPPING

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AttributeValue chain

3Creative process

4Evaluation

1Externalmapping

2Internalmapping

EDUCATION QUESTIONAIRE SESSION GROUP SESSIONS

0Predisposition

Tech

niqu

esTe

chni

ques

Phas

esPh

ases

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1.1. INTRODUCTION TO THE METHODOLOGYINTRODUCTION TO THE METHODOLOGYProductProduct knowledgeknowledge

ProductProduct attributesattributes

Consumer’s personal valuesConsumer’s personal values

2.2. METHODOLOGYMETHODOLOGYAim of the analysisAim of the analysis

Results of the analysisResults of the analysis

3.3. PHASES OF ANALYSISPHASES OF ANALYSISDERBI case studyDERBI case study

Explanation of each phase Explanation of each phase

Building of the cognitive Building of the cognitive mapmap ((AttributeAttribute--ValueValue ChainChain))

SUMMARYSUMMARY

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1. 1. INTRODUCTION TO THE METHODOLOGYINTRODUCTION TO THE METHODOLOGY

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•• ATTRIBUTESATTRIBUTES (or features)

•• PERSONAL VALUESPERSONAL VALUES that consumers tryto satisfy by using or buying the product

Consumers perceive products as a combination of:

PRODUCT’PRODUCT’S KNOWLEDGES KNOWLEDGE

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• Attributes are inside every product

• Attributes correspond to features through which every product could be described– For example: colour, shape etc.

PRODUCT’PRODUCT’S ATTRIBUTESS ATTRIBUTES

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ATTRIBUTES belong to different types :

•• ABSTRACT ATTRIBUTESABSTRACT ATTRIBUTES: they represent the subjective, intangible features of a productFor example: comfort of a scooter

•• CONCRETE ATTRIBUTESCONCRETE ATTRIBUTES: they represent the physical, tangible features of a productFor example: colour of a scooter

PRODUCT’PRODUCT’S ATTRIBUTESS ATTRIBUTES

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COLOUR(concrete attribute)

COLOUR(concrete attribute)BRAKE

(abstract attribute)BRAKE

(abstract attribute)

ROAD HOLDING(abstract attribute)ROAD HOLDING(abstract attribute)

EXAMPLE: EXAMPLE: PRODUCTPRODUCT ATTRIBUTESATTRIBUTES

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Values are mental representations of importantimportant personal personal objectivesobjectives or or needsneeds that customers want to satisfy byusing or purchasing the product

For example : what do you want from life?

PERSONAL VALUESPERSONAL VALUES

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• Values are stable, because they are long-life objectives

• To emotional level, values drive consumersto choose in a specific way

PERSONAL VALUESPERSONAL VALUES

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2. METHODOLOGY2. METHODOLOGY

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• link each product attribute with one or more consumer’s personal values

• represent in a cognitive map attributes, values and links between them

AIM OF THE ANALYSISAIM OF THE ANALYSIS

The aim of the analysis is to:

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HIGH HIGH PRICEPRICE

HIGH LASTING

TIME

LESS MONEY FOR

OTHER THINGS

HIGH VALUE

LOOSING MONEY

GOOD QUALITY

I SPENT TOO

MUCH

LESS SELF

ESTEEM

MORE SELF

ESTEEM

EXAMPLE: “HIGH PRICE” ATTRIBUTEEXAMPLE: “HIGH PRICE” ATTRIBUTE

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Attributes are the physicalphysicalcharacteristicscharacteristics that may beused to describe a product

Values are mentalrepresentations of importantimportantpersonal personal objectivesobjectives or or needsneeds that customers wantto satisfy by using or purchasing the product

ATTRIBUTES-VALUERELATIONSHIP

ATTRIBUTES-VALUERELATIONSHIP

ATTRIBUTESATTRIBUTES VALUESVALUES

ATTRIBUTESATTRIBUTES--VALUE CHAIN: WHAT IS IT?VALUE CHAIN: WHAT IS IT?

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1. Definition of the target sample

2. Compilation of the questionnaire

3. Data statistical analysis

4. Building of the cognitive map (Attribute-Value Chain)

1.1. DefinitionDefinition of the target of the target samplesample

2.2. Compilation of the questionnaireCompilation of the questionnaire

3.3. Data statistical analysisData statistical analysis

4.4. Building of the cognitive map (Building of the cognitive map (AttributeAttribute--ValueValue ChainChain))

ATTRIBUTESATTRIBUTES--VALUE CHAIN: METHODOLOGYVALUE CHAIN: METHODOLOGY

Is based on a questionnaire and needs 4 steps:

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1. Identifying information

2. Selection of a macro-category of product’s attributes (performances, look/design, service or comfort)

3. Evaluation of the selected attributes’ macro-category

4. Evaluation of several personal values (independently of the product)

1.1. Identifying informationIdentifying information

2.2. Selection of a macroSelection of a macro--category of product’s attributes category of product’s attributes (performances, (performances, look/designlook/design, service or comfort), service or comfort)

3.3. Evaluation of the selected attributes’ macroEvaluation of the selected attributes’ macro--categorycategory

4.4. Evaluation of several personal values (independently of the Evaluation of several personal values (independently of the product)product)

QUESTIONNAIRE SESSIONQUESTIONNAIRE SESSION

The questionnaire is compiled by Derbi’s possible end-users. It is structuredin four sections:

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SectionSection 1: IDENTIFYING INFORMATION1: IDENTIFYING INFORMATION

Answer to the following questions:

• Age […………………..]

• Sex [M] [F]

• Job [………………..…]

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SectionSection 2: SELECTION OF AN 2: SELECTION OF AN ATTRIBUTES’ATTRIBUTES’ MACROMACRO--CATEGORYCATEGORY

Here are indicated four categories for the product. Order these categories by assigning them a score from 1 to 4 in ground of your consideration. (4 = max. score).

• PERFORMANCE __• LOOK/DESIGN __• SERVICE __• COMFORT __

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If you gave maximum score to PERFORMANCE category, then answer to the following questions, marking the box that shows the desired scoreThe scores indicate respectively:

0 no interest1 low interest2 medium-low interest3 medium-high interest4 high interest5 maximum interest

0 no interest1 low interest2 medium-low interest3 medium-high interest4 high interest5 maximum interest

SectionSection 3: EVALUATION OF THE SELECTED 3: EVALUATION OF THE SELECTED ATTRIBUTES’ATTRIBUTES’MACROMACRO--CATEGORYCATEGORY

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• How much do you care for operating-range? [0] [1] [2] [3] [4] [5]Operating-range: km covered without refuelling

• How much do you care for road-holding? [0] [1] [2] [3] [4] [5]Road-holding: capacity of remaining adherent to the ground

• How much do you care for reliability? [0] [1] [2] [3] [4] [5]

Reliability: component life-time; preservation of declared performance

EXAMPLE: SCOOTER EXAMPLE: SCOOTER catcat. PERFORMANCE. PERFORMANCE

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• We have chosen 20 personal values20 personal values which could be considered as common values of human being

• The potential end-user evaluate each one of this values giving them a scorescore (from 0 to 5)

• These values are independent from the product

SectionSection 4: EVALUATION OF THE PERSONAL 4: EVALUATION OF THE PERSONAL VALUESVALUES

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• How much do you care for ambition? [0] [1] [2] [3] [4] [5]

• How much do you care for calm and relax? [0] [1] [2] [3] [4] [5]

• How much do you care for imagination? [0] [1] [2] [3] [4] [5]

• How much do you care for fun? [0] [1] [2] [3] [4] [5]

SectionSection 1: EXAMPLE1: EXAMPLE

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DATA STATISTICAL ANALYSISDATA STATISTICAL ANALYSIS

1.1. IdentificationIdentification of the of the mostmost meaningfulmeaningfulattributesattributes and and valuesvalues, , withwith relative relative weightweight

2.2. IdentificationIdentification of the relations of the relations betweenbetween the the elementselements previouslypreviously selectedselected

Statistical analysis needs two steps:

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•• Using canonical correlation analysis it is possible to Using canonical correlation analysis it is possible to identify the values more correlated with identify the values more correlated with product product attributesattributes

•• On the contrary,On the contrary, all attributes are taken into all attributes are taken into considerationconsideration

1st STEP: IDENTIFICATION OF ATTRBUTES 1st STEP: IDENTIFICATION OF ATTRBUTES AND VALUESAND VALUES

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The sum of the scores in each questionnaire gives the relative weight of each value and attribute.

Score in a questionnaireScore in a questionnaire

Sum of the scores(RELATIVE WEIGHT)Sum of the scores

(RELATIVE WEIGHTRELATIVE WEIGHT)

1st STEP: IDENTIFICATION OF ATTRBUTES 1st STEP: IDENTIFICATION OF ATTRBUTES AND VALUESAND VALUES

AMBI

ZIO

NE

CAL

M /

REL

AX

IMAG

INAT

ION

FUN

STAT

US

SEN

SE O

F BE

LON

GIN

G

TRU

ST

FREE

DO

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INTE

RE

ST

FOR

O

THER

PEO

PLE

CU

RIO

SIT

Y

HAP

PYN

ESS

RES

PON

SABI

LITY

2 2 0 0 0 0 0 0 1 0 2 2

2 1 3 3 2 3 3 4 3 1 2 3

3 4 5 5 5 4 4 5 5 4 5 5

124 127 126 176 132 144 167 166 126 136 168 157

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IMMAGINAZIONE

DIVERTIMENTO STATUS FIDUCIA

FELICITA' SODDISFAZI

ONESICUREZZA

LINEA 0,4 0,3 0,2 0,3 0,3 0,2

IMMAGINE 0,4 0,3 0,4 0,2 0,5 0,2

MARCA 0,1 0,0 0,0 0,1 0,2 0,1

DECORAZIONI 0,0 0,3 0,0 0,1 0,1 0,1

DIMENSIONI 0,3 0,3 0,3 0,3 0,4 0,1

COLORE 0,1 0,1 0,1 0,1 0,3 0,1

Looking the statistical matrix that comes fromcanonical correlation:

For example:

Relation value betweenattribute and value

(1=maximum correlation)

Relation value betweenattribute and value

(1=maximum correlation)

2nd STEP: IDENTIFICATION OF THE RELATIONS2nd STEP: IDENTIFICATION OF THE RELATIONS

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BUILDING OF THE COGNITIVE MAPBUILDING OF THE COGNITIVE MAP

For example, we propose the cognitive map for 'Performance' category of a Derbi scooter

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THE COGNITIVE MAP THE COGNITIVE MAP

ENVIRONMENT

ALTRUISM

FREEDOM HAPPINESS

TRUST SAFETYLAW

ECO-COMPATI

BILITY

AGILITY SAFETY

ROAD HOLDING

RELIABILITY

CONSUMPTION

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Weak relationships

ENVIRONMENT

ALTRUISM

FREEDOM HAPPINESS

TRUST SAFETYLAW

ECO-COMPATI

BILITY

AGILITY SAFETY

ROAD HOLDING

RELIABILITY

CONSUMPTION

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Weak relationships Average relationships

ENVIRONMENT

ALTRUISM

FREEDOM HAPPINESS

TRUST SAFETYLAW

ECO-COMPATI

BILITY

AGILITY SAFETY

ROAD HOLDING

RELIABILITY

CONSUMPTION

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Weak relationships Average relationships Strong relationships

ENVIRONMENT

ALTRUISM

FREEDOM HAPPINESS

TRUST SAFETYLAW

ECO-COMPATI

BILITY

AGILITY SAFETY

ROAD HOLDING

RELIABILITY

CONSUMPTION

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Weak relationships Average relationships Strong relationships Very strong relationships

ENVIRONMENT

ALTRUISM

FREEDOM HAPPINESS

TRUST SAFETYLAW

ECO-COMPATI

BILITY

AGILITY SAFETY

ROAD HOLDING

RELIABILITY

CONSUMPTION

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CONTACTS:CONTACTS:



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PROVOCATIONPROVOCATION& &

MOVEMENTMOVEMENT

A DIVERGENT TECHNIQUE A DIVERGENT TECHNIQUE FOR THE CREATIVE PROCESSFOR THE CREATIVE PROCESS

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TOOLSTOOLS

3Idea

Generation

4Evaluation

1External Mapping

2Internal Mapping

Provocation &Movement

EDUCATION QUESTIONNAIRES GROUP SESSIONS

0Predisposition

tech

niqu

esph

ases

WE ARE HERE!WE ARE HERE!

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Provocation: you leave reasoning by using an apparently illogic thought

Example: restaurants do not let you to pay

Movement: you get a new useful idea after having accepted the previous provocation

Esempio: you don't need to pay immediately (Diners Club)

PROVOCATION & MOVEMENT

Adapted from E. De Bono

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TECHNIQUES OF PROVOCATION & MOVEMENT

Provocation

Movement

1. Negation

1. Extracting a principle

2. Focusing on differences

2. Change of logic3. Exaggeration

4. Dream

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TECHNIQUES OF PROVOCATION

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1. NEGATION

2)Negate reality

1)Detailed description of something we take for granted

Particularly useful to examine methods, procedures or stable systems

It shakes existing procedures, forcing to consider them deeply and in a new way

Steps:

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1. NEGATION

Examples:

Ex. 1 :

“P: Scooter is a tailoring product ” “Scooter is a mass product”

Ex. 2 :

“P: Let’s change our hull just for the fun of it” “You change your hull when it is strictly necessary”

Ex. 3 :

“P: I create my own scooter by myself” “You buy your scooter at the shop and it is ready”

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It is obtained by modifying usual order of events, time sequence, cause-effect relationships, semantic relationships, …

2. CHANGE OF LOGIC

Es.2 :

“P: During the trip, I 'fill up' too”“During the trip I fill the scooter up”

Es. 1 :

“P: The keys look for me”“I look for the keys”

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It requires measures and dimensions: number, frequency, volume, temperature, duration…

It means suggesting a measure which is outside from usual range.

3. EXAGGERATION

Es. 1 :

“P: Policemen have six eyes”“Policemen have two eyes”

Es. 2 :

“P: Scooters are colourless”“Scooters present few colour variations”

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It is obtained by expressing a fanciful desire which is impossible to realize.

4. DREAM

Ex. 1 :

“P: My scooter should always be brand-new”“The hull of a scooter can be scratched very easily”

Ex. 2 :

“P: My scooter is as comfortable as my car”“Travelling by scooter is not very comfortable”

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TECHNIQUES OF MOVEMENT

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They allow your mind to move freely after a provocatory statement in order to reach a useful idea.

TECHNIQUES OF MOVEMENT

1. Extracting a principle

2. Focusing on differences

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List meaningful characteristics from the subject of provocation.

1. EXTRACTING A PRINCIPLE

Example: finding new means of communication for an advertising agency

“P: Let's go back to the town crier”

You use public telephones free of charge and the conversation is interrupted by advertising messages

Movement:principles

Creative Idea:

Provocation:

• The town crier stays among people• The town crier can modify his message according to the

audience• The town crier cannot be “turned off”

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Movement:differences

Creative Idea:

Provocation: “P: Scooters are as comfortable as cars”

2. FOCUSING ON DIFFERENCES

Compare differences between new (provocation) and old(reality) way of doing things.

Example: Create a scooter for middle-aged people

• Scooters may have heating

• Living spaces are wider

• Position is more correct thanks to a comfortable seat

Wide loading rooms focused on one use (laptop, bottlerack,…). Mobile back that can also be used as a backpack. Adjustable seat.

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CONTACTS:CONTACTS:





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CREATIVITY TEMPLATECREATIVITY TEMPLATE

A STRUCTURED APPROACHA STRUCTURED APPROACHTO CREATIVE PROCESSTO CREATIVE PROCESS

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TOOLSTOOLS

3Creative Process

4Evaluation

1ExternalMapping

2InternalMapping

CreativityTemplate


0Predisposition

tech

niqu

esph

ases


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Jacob Goldeberg (Hebrew University Jerusalem)works for Intel, Motorola, Mastercard,…

AUTHORS OF THIS TECHNIQUEAUTHORS OF THIS TECHNIQUE

David Mazursky (Hebrew University Jerusalem)world-famous Marketing expert

Sorin Solomon (Hebrew University Jerusalem, Racah Institute)theoretic physicist

Published for the first time in 2002

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• 4 ideative schemes for a structured approach to innovation processes

• many new and successful ideas about products or services can be taken back to one of the templates

• a lot of well-known enterprises adopt this approach(e.g. Philips, Ford, Kodak, Coca-Cola, Motorola, exc.)

WHAT ARE CREATIVITY TEMPLATES?WHAT ARE CREATIVITY TEMPLATES?

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Domino’s Pizza: leader in home delivery. Its success derives from reducing price in case time of delivery isover half an hour.

Innovative element: price of pizza is no longerconstant, but depends on delivery (step function).

New relation between price and a characteristic of the service

EXAMPLE 1EXAMPLE 1

Time of delivery

pric

e

Time of delivery

pric

e

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Substituting a product component withanother available resource

Wirefree (1999) : mobile phone loudspeakerssubstituted by car loudspeakers

EXAMPLE 2EXAMPLE 2

Advantages: sound quality (which depends on loudspeakers dimensions)increases significantly without any increment of cost

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AttributeAttribute dependencedependence templatetemplate

CreativityCreativity TemplatesTemplates

ReplacementReplacement templatetemplate

DisplacementDisplacement templatetemplate

Attribute

2.

3.

Replacement

1.

Displacement

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1. 1. AttributeAttribute dependencydependency templatetemplate

Basic Basic principlesprinciples

ForecastingForecasting matrixmatrix

HypotheticalHypothetical casecase

ApplicationApplication exampleexample

Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

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identify 2 independent variablesand create a new dependencebetween them

the connection can be represented by a stepfunction

x

y

x

yx, y

independentvariables

y depends on x

BASIC PRINCIPLESBASIC PRINCIPLES

Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

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How to compete with Domino’s Pizza?

Successfulelement:

Consequence:

Domino’s pizza: Hypotetical competitor

Adding a new dependenceto pizza home delivery

Price as a dependentvariable

price reduction in case time of delivery is over half an hour

The consumer is lesssensitive to delay in general (bet effect)

A HYPOTHETICAL CASEA HYPOTHETICAL CASE

Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

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interesting variable; butthere is often a dependencyalready between price and

customer's habits

perhapspast orders

very important and measurable variableyestemperature

this is a component and nota variablenoadding a drink

price already depends on number of extranonumber of extras

price already depends on pizza dimensionsnopizza dimensions

Motivation

Is it possible to adda new dependence

by using thisvariable?

Variable

Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

VARIABLES FOR A NEW DEPENDENCYVARIABLES FOR A NEW DEPENDENCY

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Pizza is full price if it is over a certain temperature

Marketing message:pizza taste depends on its temperature and not on time delivery

IS YOUR PIZZA STILL HOT AND TASTY???IS YOUR PIZZA STILL HOT AND TASTY???

Temperature

pric

e

Temperature

pric

e

Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

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How can we find Attribute dependence variables?

How can we evaluate the feasability and profitability of a new idea?

… by using the Forecasting Matrix

Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

LOOKING FOR NEW DEPENDENCIESLOOKING FOR NEW DEPENDENCIES

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HOW CAN WE IDENTIFY RELEVANT VARIABLES AND HOW CAN WE IDENTIFY RELEVANT VARIABLES AND SEARCH FOR NEW DEPENDENCIES?SEARCH FOR NEW DEPENDENCIES?

variableclassification

External: in contact with product butnot under producer’s control

Internal: under producer’s control(pizza price, pizza temperature, car colour,…)

(enviroment temperature,…)

Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

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Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

Control

010…

00010…

00101…

00000Traffic

00000Weather

ExternalVar.

0100…

00…

0Temperature

Price

InternalVar.

...……TemperaturePrice

Internal Variables

FORECASTING MATRIXFORECASTING MATRIX

1 = already existent dependencies0 = not yet existent dependencies

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AnAn applicationapplication exampleexample::DERBIDERBI

Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

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INTERNAL/EXTERNAL VARIABLES MATRIX

Pric

e

Line

Whe

el

dim

ensi

on

Dim

ensi

on

/Wei

ght

Pow

er

Col

our

Feed

ing

type

Dec

orat

ions

Price X 0 0 1 1 0 1 1Line 0 X 1 1 0 0 0 0Wheel dimension 0 1 X 1 0 0 0 0Dimension/Weight 1 1 1 X 1 0 1 0Power 1 0 0 1 X 0 0 0Colour 0 0 0 0 0 X 0 1Feeding type 1 0 0 1 0 0 X 0Decorations 1 0 0 0 0 1 0 XExternal temperature 0 0 0 0 0 0 0 0Visibility 0 0 0 0 0 0 0 0Driver's age 0 0 0 0 0 1 0 1

INTE

RN

AL

VAR

IABL

ES

EXTE

RN

AL

VARIA

BLES

INTERNAL VARIABLES

INTERNAL AND EXTERNAL VARIABLES

EXTERNAL VARIABLES

Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

Control

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Not interestingvariableYESWheel dimension

Make driving saferin case of bad weather

YESColour/Decoration

MOTIVATION

IS IT POSSIBLE TO ADD A NEW

DEPENDENCE BY USING THIS VARIABLE?

VARIABLEBasic

principles

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

External Variable VISIBILITY:External Variable VISIBILITY: LOOKING FOR DEPENDENCIESLOOKING FOR DEPENDENCIES

EXAMPLE: COLOUR/VISIBILITY

A good idea could be to use a special paint or lighting devices in order to improve scooter visibility in adverse conditions.

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Pric

e

Line

Whe

el

dim

ensi

on

Dim

ensi

on

/Wei

ght

Pow

er

Col

our

Feed

ing

type

Dec

orat

ions


INTE

RN

AL

VAR

IABL

ES

EXTE

RN

AL

VARIA

BLES

INTERNAL VARIABLES


EXTERNAL VARIABLES

Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement


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Reduce pollutingemissions in summer

YESFeeding type

Make the trip more comfortableYESLine

MOTIVATION

IS IT POSSIBLE TO ADD A NEW DEPENDENCE

BY USING THIS VARIABLE?

VARIABLEBasic

principles

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

External Variable TEMPERATURE:External Variable TEMPERATURE: LOOKING FOR DEPENDENCIESLOOKING FOR DEPENDENCIES

EXAMPLE: LINE / EXTERNAL TEMPERATURE

possibility to add a mobile dome that comes out from the frame and shields the driver in case of bad weather

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Basicprinciples

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

Control

Pric

e

Line

Whe

el

dim

ensi

on

Dim

ensi

on

/Wei

ght

Pow

er

Col

our

Feed

ing

type

Dec

orat

ions


INTE

RN

AL

VAR

IABL

ES

EXTE

RN

AL

VARIA

BLES

INTERNAL VARIABLES


EXTERNAL VARIABLES


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We push sales of thismodel among veryyoung customers

YESDriver’s age

Price is alreadydepending on power and engine

NOPower

MOTIVATION

IS IT POSSIBLE TO ADD A NEW

DEPENDENCE BY USING THIS VARIABLE?

VARIABLEBasic

principles

Forecastingmatrix

Hypoteticalcase

Applicationexample

Attribute

2.

3.

Replacement

1.

Displacement

Internal Variable VISIBILITY:Internal Variable VISIBILITY:LOOKING FOR DEPENDENCIESLOOKING FOR DEPENDENCIES

EXAMPLE: AGE/PRICE

we want to link the scooter’s price with the driver’s age in order to attract a younger market target age

price

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2. 2. ReplacementReplacement templatetemplate

DefinitionsDefinitions

Case Case studystudy

Operative Operative prescriptionsprescriptions

Basic Basic principlesprinciplesAttribute

2.

3.

1.Basic

principles

Definitions

Casestudy

OperativePrescriptions

Replacement

Displacement

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Substituting a resource or a component existing in the system or in its immediate neighbourhood tosatisfy a specific function

New component characteristics:

available in the local context

fulfil required function

Attribute

2.

3.

1.Basic

principles

Definitions

Casestudy


Replacement

Displacement

BASIC PRINCIPLEBASIC PRINCIPLE

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Component: autonomous part or subsystem (static object) both internal and external

Link between two components:1) Controlling component

2) Controlled component

Product configuration: the whole links of the product

DEFINITIONSDEFINITIONS

Attribute

2.

3.

1.Basic

principles

Definitions

Casestudy


Replacement

Displacement

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1. List components

2. Build product configuration

3. Choose an essential component and remove it from the configuration without removing its function

4. List external components physically or funcionally similar tothe excluded one

5. Connect each external component to the function lacking in component: new configuration

6. Look for a new market advantage

OPERATIVE PRESCRIPTIONSOPERATIVE PRESCRIPTIONS

Attribute

2.

3.

1.Basic

principles

Definitions

Casestudy


Replacement

Displacement

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1a. Internal components: legs, seat, back

1b. External components: floor, wall, user

floor

back

legs

seat

Humanbody

5

4

6

1

3

2

2. Chair configuration:Physical model

Essential components

CASE STUDY: A CHAIR (1/4)CASE STUDY: A CHAIR (1/4)

Attribute

2.

3.

1.Basic

principles

Definitions

Casestudy


Replacement

Displacement

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3. Component elimination (withoutremoving its function)

Intermediate chair configurationPhysical model

BackSeat

Humanbody

5

4

6

1

?

Attribute

2.

3.

1.Basic

principles

Definitions

Casestudy


Replacement

Displacement


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4. Individuation of a component similar to the missing one

Criteria:

• external

• In contact with product

• Physically or functionally similar to missingcomponent

Possible solutions: wall, table, carpet, user, floor

Substitutive component: table (design and functional similarity)

??????

Attribute

2.

3.

1.Basic

principles

Definitions

Casestudy


Replacement

Displacement


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backseat

Humanbody

5

4

6

1table

New chair configuration Physical model(a) (b)

5. New product configuration

6. New Advantages:- Children may sit at the appropriate height in relation to the

table- Easier to transport and to clean

Attribute

2.

3.

1.Basic

principles

Definitions

Casestudy


Replacement

Displacement


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3. 3. DisplacementDisplacement templatetemplate

Attribute

2.

3.

Replacement

1.

Displacement

Basic Basic principlesprinciples

Operative Operative prescriptionsprescriptions

ExampleExample

Basicprinciples


Example

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BASIC PRINCIPLEBASIC PRINCIPLE

Attribute

2.

3.

Replacement

1.

Displacement

Basicprinciples


Example

It excludes an intrinsic component and its functionsfrom product configuration

It is a variant of the previous template.

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Attribute

2.

3.

Replacement

1.

Displacement

Basicprinciples


Example

OPERATIVE PRESCRIPTIONSOPERATIVE PRESCRIPTIONS

1. List internal and external components

2. Build product configuration

3. Choose an essential component and remove it from the configuration together with its function

4. Look for a new market advantage

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EXAMPLEEXAMPLE: A CHAIR: A CHAIR

backseat

Humanbody

(a) (b)New chair configuration

Chair’s leg function is not satisfied and the chair is on the floor

Physical model of the new chair

New Advantages: high stability (very useful on the beach)

Basicprinciples


Example

Attribute

2.

3.

1.

Replacement

Displacement

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CONTACTS:CONTACTS:




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SIX THINKING HATSSIX THINKING HATS

A COLOURED TECHNIQUEA COLOURED TECHNIQUEFOR EVALUATIONFOR EVALUATION

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TOOLSTOOLS

3Creative Process

4Evaluation

1ExternalMapping

2InternalMapping

Six ThinkingHats


0Predisposition

tech

niqu

esph

ases


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Author of the technique: E. De Bono (1985)

Are Are youyou reallyreally the the samesame personperson ifif youyou wear wear differentdifferent hatshats??????

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HOW WE THINK…

Different ways of thinking:

informationinformationlogiclogicemotionsemotionsdesiresdesirescreativitycreativity

We think in different ways simultaneously, oftengenerating confusionEx.: we look for a logical excuse for emotions

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PessimisticPessimistic

RationalRational

OrganizationalOrganizational OptimisticOptimistic

CreativeCreative

EmotionalEmotional

6 HATS = 6 WAYS OF THINKING

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WHY… SIX HATS?

To play a part(if you wear a clown’s dress,you can behave like a clown!)

To protect yourself(you can freely express your EMOTIONSEMOTIONS!)

To pay attention to every aspect of a problem

To change your register(stop being pessimistic!)

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1) WHITE: ABSENCEABSENCE of colour…neutrality, data, numbers, facts, information

2) RED: like PASSIONPASSION!… emotions, sensations, premonitions, intuitions

3) BLACK: like THUNDERTHUNDER!… negative aspects, risks, problems

4) YELLOW: here comes the SUNSUN! … positive aspects, constructive attitude, opportunities

5) GREEN: like GRASSGRASS… fertility of thoughts, new ideas, creativity

6) BLUE: like the SKYSKY above us…supervision, control, direction

BASIC RULES

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BASIC RULES

• “ Let’s put the white/red/black/yellow/ green/blue hat on”

• No more exhortations or reproaches

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WHITE HATWHITE HAT

… like a COMPUTER!!COMPUTER!!

Data, numbers

Information

Real things

Things said by others

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WHITE HATWHITE HAT

“ Let’s put the white hat on”

NO interpretations

NO opinions

Precise and specifique questions

2 levels of information:

• controlled facts

• believed facts

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THE RED HATTHE RED HAT

… like PASSION!!!!

Do you see red?

Emotions & sensations

Premonitions

Intuitions

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THE RED HATTHE RED HAT

“ Let’s put the red hat on”

Reactions & concerns

NO justifications

NO need to explain reasons

Visible sensations

Two cathegories:

1) common emotions (fear, aversion, suspicion)

2) premonitions, impressions, aestethic regards

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THE BLACK HATTHE BLACK HAT

…like THUNDER!!THUNDER!!Devil’s advocate

Negative judgments

Why isn’t your idea good?

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“ Let’s put the black hat on”

critical judgment

pessimism

STEPS:

1) is the premise valid & well-grounded?

2) is the consequence correct?

3) is the consequence necessary?

4) is it possible to find other consequences(or conclusions)?

THE BLACK HATTHE BLACK HAT

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THE YELLOW HATTHE YELLOW HAT

…like the

SUN!!SUN!!

Brilliance, luminosity

Optimism

Opportunity

Positive logical judgments(not emotional)

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“ Let’s put the yellow hat on”

advantages (gain & benefits)

towards positive results (efficiency & feasibility)

concrete and precise suggestions

prediction about the future

dreams & fancies

THE YELLOW HATTHE YELLOW HAT

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THE GREEN HATTHE GREEN HAT

…like GRASS!!GRASS!!

Fertility, creativity

Plant from the seed

Movement, provocation

Random words

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“ Let’s put the green hat on”

NEW ideas, concepts, perceptions

NEW approaches to problems

change

alternatives & options

lateral thought

humour

beyond what is well-known

THE GREEN HATTHE GREEN HAT

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THE BLUE HATTHE BLUE HATColdnessColdness & control& control

ConductorConductor

ThoughtThought aboutabout thoughtthought

Plan, Plan, organizeorganize

…like the SKY!!SKY!!

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THE BLUE HATTHE BLUE HAT

“ Let’s put the blue hat on”instructions to think

organization of thought

control & respect of the rules

right questions

define the problem

define the targets

explorative questions

summaries, conclusions, data, …

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Application to a DERBI product

Hide the scooter’s silencer fromsight by inserting the exhaustpipe into the tail

Evaluation with the six thinkinghats method

IDEA:

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Scooter

Motorbike

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WHITE hat

The idea consist into

combining the exhaust pipe

into the tail like GP motorbikes

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YELLOW hat

• aesthetic improvement

• More safety owing to the elimination of accidentalburns due to contact

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•Difficult mantainance for the exhaust pipe

•Less room for the carrier under the seat

•Heavy heat insulation neededbetween pipe and plastic

BLACK hat

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GREEN hat

• Build a more compact exhaust pipe

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RED RED hathat

- power

- aggressiveness

- desire to be the centre of attention

- desire of possession

- …

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Overall this idea seems good:

- apparently there are no big technical issues

- it stirs up mostly positive emotions

- problems pointed out by the black hat are notinsormountable

BLUE BLUE hathat

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CONTACTS:CONTACTS:


Massimo Sanfilippo: [email protected]


Luca Comello: [email protected]

D2.2 - ANNEX 1 · 2014-11-24 · 2 3/161 CREATE Project Summary From Dante to Merloni (through...

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Transcript of D2.2 - ANNEX 1 · 2014-11-24 · 2 3/161 CREATE Project Summary From Dante to Merloni (through...