Directed Innovation for Innova-CON

SOLID GROWTH. STRONG RETURNS. BEST-IN-CLASS OPERATOR.

Directed Innovation MethodsInsights to Ideation to Implementation

Maria B. ThompsonGlobal Innovation Framework FacilitatorLinkedIn: linkedin.com/in/mariabthompson“Imagination plus Innovation equals Realization.”

1

http://www.linkedin.com/in/mariabthompson

http://www.linkedin.com/in/mariabthompson


HISTORY

Advanced Inventing– Ad hoc brainstorming by

project teams– Infrequent Patent attorney

participation– Direct to patent filings

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TECHNIQUES TO THINK CREATIVELY

3

HISTORY


Strategic Portfolio Development– Focused on generating solutions & patents from new

promising technology– TRiZ used rarely to identify conflicts & tradeoffs in new

technology– Attorney = scribe– SME = facilitator (sometimes)– Project &/or technology team participation– Participants vote on ideas to patent

4

HISTORY


Directed Innovation− Agnostic facilitator− Provocation/Question Banking– Diverse & cross-functional team– Innovators = scribes– Balanced left brain vs. right brain activities– Idea Sheets & Competition– Post-its –> Problem Storming– Chocolate, Cinnamon, Peppermint– Concept Evaluation by SMEs & Patent Attorney– Inventor Mentors– Prior Art searching/ Patcomm review

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HISTORY


INCREMENTAL VS. FORWARD LOOKING INNOVATION

InsightArchitecture of problem – The activity of organising the full set of clues into a unique explanatory perspective•Define system•Understand dynamics & principles•Redefine problem space

ImaginationArchitecture of Solution – To grasp the essential & disregard the incidental•Systems design•Constructing new ideas•Prototyping & iteration•Mindful of all the criteria•The elegant solution

Problem Discovery•Perception•Inquiry•Data Collection•Analysis & synthesis•Hypothesis

Problem Solution•Refine•Test•Finalise•Implement•Production & delivery

Abstract

Concrete

Kn

ow

ing

Mak

ing

10%

10X

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"The mere formulation of a problem is far more often essential than its solution, which may be merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science."

Albert Einstein

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~ Albert Einstein

SOLID GROWTH. STRONG RETURNS. BEST-IN-CLASS OPERATOR.8

INSIGHT = CONTRADICTION

A situation when an improvement of one attribute- Yof a system leads to the deterioration of another attribute- X

Parameter Y Parameter X

System or SolutionHow to get

both X and Y


FROM OBSERVATIONS TO INSIGHTS / CONTRADICTIONS

1. You observe a stressful situation or problematic task.2. You or the customer identifies a need or a potential fix

or a process improvement.3. Write it down: “We want to change or improve

__________.”4. Now, identify at least one of the obstacles to doing

that – from your observations or interviews.5. Write that down: “If we do what we want, then _______

becomes a problem (listen for ALL the “buts”)6. Rewrite the contradiction with an inventor’s mindset:

“We want both ______ AND _______”7. Now don’t dismiss it! Park on it! Ponder it! With

Provocation8. DI => Find a solution that “resolves the

contradiction.”


DIRECTED INNOVATION WORKFLOW

1

• Obtain Senior Management Sponsorship

2• Select Experienced DI

Facilitator

3• Identify High-Value

Problem of the Future

4• Conduct Problem

Storming/Provocation

5• Generate Question Bank

6• Select ~20 diverse

participants

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• Use Question Bank to Ideate in pairs in one room

• Allocate minimum of 15 minutes/big question

8• Combine, evaluate, eliminate, distribute

Idea Sheets

9• Generate metrics, mentor innovators, track

ideas to closure

2/11/2015 10

10


1



Facilitator







participants

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Idea Sheets


ideas to closure

2/11/2015 11

Directed Innovation Workflow

11


• What did you learn? • What tasks went well?• What tasks didn't go well?• What did you/customer like/enjoy about the experience?• What did you/customer/user not like/enjoy?• What were you/user unsure of?• What were the main challenges?• What was non-intuitive?• What was different than you expected?• What are all the different feelings you/user experienced?• What similarities or differences did you observe with other experiences you have had?

OBSERVATION DISCUSSION GUIDE

OPEN-ENDED QUESTIONS to ID High-Value Problem


OBSERVATION DISCUSSION GUIDE

OPEN-ENDED QUESTIONS•What is the worst thing that has gone wrong with this part of the process/task?•What triggers your need for this capability in your work?

•What are your decision criteria for deciding with whom you will work?•If you could have the ideally performing product, what would it look, feel, smell, taste, sound like?•How might you personally benefit from this ideal product?•What are all the ways you use xyz product to complete tasks?•Help me understand what you just did… instead of WHY questions.•Could you give me an example…?




or a process improvement.


IDENTIFYING CONTRADICTIONS DURING OBSERVATIONS…

User likes/wants… but NOT… constraint, limitation style Convenience / efficiency

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SOLID GROWTH. STRONG RETURNS. BEST-IN-CLASS OPERATOR. 16




or a process improvement.

3. Write it down: “We want more closet space.”4. Now, identify at least one of the obstacles to doing

that – from your observations or interviews.5. Write that down: “If we only keep one purse, we

give up style and color-coordination.”6. Rewrite the contradiction with an inventor’s mindset:

“We want BOTH matching purses AND plenty of storage space.”

7. Now don’t dismiss it! Park on it! Ponder it! With Provocation

8. DI => Find a solution that “resolves the contradiction.”


PROBLEM STORMING

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Limitation, constraint,

assumption


assumption


assumption


assumption

Limita

tion, c

onstraint,

assum

ption

Limita

tion, c

onstraint,

assumptio

n

Limita

tion, c

onstraint,

assum

ption

2. li

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tions

2. li

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Question Generation-Recipe: How might we use Opportunity #3 to overcome Limitation #2 and achieve/remove #1? OR How might we achieve/remove #1 by using #3 without #2?

•Opportunities without limitation








1. Problem: How might we maintain style AND only have one purse?

Limita

tion, c

onstraint,

assum

ption

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Constraints, Limitations, Assumptions about ROLE, JOB TO BE DONE, TASK (all the BUTS)

Constraints, Limitations, Assumptions about OTHERS (upstream or downstream), TECHNOLOGY (all the BUTS)

PROVOCATION


Assumption Storming Question Bank

Who, what, where, when, why, how, how much - exploration to support surfacing a comprehensive set of #2’s ( limitations, constraints, and assumptions) that prevent us from achieving our #1 ( goal or ideal solution to a problem) right NOW. Categories the facilitator uses with 2-3 SMEs from Observation domain to elicit #2’s in Provocation (planning DI Ideation sessions)

I. WHO are all the players, stakeholders, and gatekeepers we might consider that influence our ability to achieve our goal or solve our problem?

II. WHO does NOT matter in the achievement of our goal or solving our problem? III. WHAT does it do? WHAT does it NOT do? IV. WHERE are all the places the problem surfaces or that our goal is difficult to

achieve, and their characteristics? WHERE is the location for the ideal operating conditions (there is NO problem)?

V. WHY is this an important goal to achieve or problem to solve? (What will happen if

we do NOT address/solve this problem?) VI. HOW do we know that the problem exists or the goal is difficult to achieve?

VII. HOW MUCH money/revenues do we believe we can save or make by solving our problem or achieving our goal?

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STEP 2Limitations


Constraints, Limitations, Assumptions (all the BUTS)

Time Inefficiencies from

switching bags

One bag is boring


assumption


assumption

Need bags with

pattern

s and te

xture

Need bag of eve

ry

color i

n ward

robe

Multiple bags c

onsum

e

stora

ge space

2. li

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2. li

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1. Problem What are all the ways we might maintain style AND store only one purse?

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STEP 3IGNORE OR BUST CONSTRAINTS WITH TRIZ

99 Questions based on 40 TRIZ Principles - v1

1. Segmentation (Principle #1)

1. How might it be segmented? 2. How might it be segmented into independent parts? 3. How might it be easy to disassemble? 4. How might we increase the degree of fragmentation or segmentation?

2. Separation (Principle #2)

5. How might the interfering parts or properties be singled out? 6. How might only the necessary part be single out?

3. Local Quality (Principle #3)

7. How might the structure be changed from uniform to non-uniform? 8. How might the external environment or influence be changed from uniform to non uniform? 9. How might each part function in conditions most suitable for its operation? 10. How might each part fulfill different and useful functions?

4. Symmetry Change (Principle #4)

11. How might the shape be changed from symmetrical to asymmetrical? 12. If it is asymmetrical, how might the degree of asymmetry be increased?

5. Merging (Principle #5)

13. How might identical or similar objects be brought closer together or merged? 14. How might identical or similar parts be assembled to perform parallel operations? 15. How might operations be contiguous or parallel? 16. How might operations be brought together in time?

6. Multifunctionality (Principle #6)

17. How might parts or objects perform multiple functions? 18. How might parts or objects eliminate the need for other parts?

7. Nested Doll (Principle #7)

19. How might one object be placed inside another? 20. How might one object be placed inside another, and then inside another? 21. How might one part pass through a cavity into another?

8. Weight Compensation (Principle #8)

22. How might the weight of an object be compensated by merging with other objects to provide lift? 23. How might the weight of an object be compensated by interacting with the environment? 24. How might the weight of an object be compensated by interacting with the aerodynamic forces? 25. How might the weight of an object be compensated by interacting with the hydrodynamic forces? 26. How might the weight of an object be compensated by interacting with the aerodynamic buoyant forces?

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Bust the Assumptions


switching bags

One bag is boring


assumption


assumption

Need bags with

pattern

s and te

xture

Need bag of eve

ry

color i

n ward

robe

Multiple bags c

onsum

e

stora

ge space

2. li

mita

tions

2. li

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•One bag for every outfit

•One bag for every pair of shoes

•Share bags with friends/siblings - swap

•Create sleeves for purses like cellphones have sleeves

•Sell self-adhesive decorative stickers for applying to purses

•Change all clothing and shoes to one color pallette

•Get rid of clothes•Minimalist style

•Removable storage sleeve that can transfer from purse to purse

•Duplicate all items in purse ($$)

•Keep extra supplies in car or at work at gym

•Segment compartments/ belongings so easily transferred

•Keep in car and move while driving (glove compartment)

•Keep basics at work

• use Other accessories that take less space = scarves, belts, jewelry

•Tie scarves or add jewelry to the one bag




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switching bags

One bag is boring


assumption


assumption

Need bags with

pattern

s and te

xture

Need bag of eve

ry

color i

n ward

robe

Multiple bags c

onsum

e

stora

ge space

2. li

mita

tions

2. li

mita

tions

3. O

ppor

tuni

ties

w/o

lim

itatio

n3.

Opp

ortu

nitie

sw

/o li

mita

tion

•One bag for every outfit•One bag for every pair of shoes














•One bag with multiple covers




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s in

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Question Generation-Recipe: How might we use Opportunity #3 to overcome

Limitation #2 and achieve/remove #1? OR How might we achieve/remove #1 by using #3

without #2?


1



Facilitator







participants

7




Idea Sheets


ideas to closure

2/11/2015 MOTOROLA SOLUTIONS INTERNAL USE ONLY 26

Directed Innovation Workflow

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“MILLIONS SAW THE APPLE FALL, BUT NEWTON WAS THE ONE WHO ASKED WHY.”

Bernard Baruch

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• More Questions => More Ideas

• Facilitations using Question Banks generate 34-65% more ideas

• More Ideas => Better Solutions

SolutionPeople’s Client ROI for Questions

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QUESTIONS ACCELERATE THE M-CURVE AND HELP PRODUCE BREAKTHROUGH IDEAS FASTER

VALUE

OldIdeas

NewSolutions

TIME

????????????????? STIMULANTS ???????????????

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QUESTION BANKING TIPSWordsmith and polish questions• Use simple synonyms (www.thesaurus.com)• Use “open-ended” questions (eliminate “yes” /

“no” questions)• Replace “can/could/should” with “might” / “may”• Genericize to engage non-experts -> JARGON• Tease out conflicts, contradictions and tradeoffs

√ Quality Review CHECKLIST Brief, concise, Grammatically correct Clear, focused, Understandable by variety of

people Provocative, inviting, inspiring Functional, action-oriented verbs that describe desired result / outcome

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X

http://www.thesaurus.com/



switching bags

One bag is boring


assumption


assumption

Need bags with

pattern

s and te

xture

Need bag of eve

ry

color i

n ward

robe

Multiple bags c

onsum

e

stora

ge space

2. li

mita

tions

2. li

mita

tions

3. O

ppor

tuni

ties

w/o

lim

itatio

n3.

Opp

ortu

nitie

sw

/o li

mita

tion
















•One bag with multiple covers




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without #2?


1. What are all the ways we might maintain style AND store only one purse?

1.1 What are all the ways we might have bags with multiple colors and textures AND only one purse to store?

1.1.1 What are all the ways we might create sleeves or covers for purses (like cellphones have sleeves)?

1.1.2 What are all the possible attachment mechanisms for these sleeves or covers?

1.1.3 What are all the types of covers we might create? Motorola Solutions Confidential ProprietaryQUESTION BANK



switching bags

One bag is boring


assumption


assumption

Need bags with

pattern

s and te

xture

Need bag of eve

ry

color i

n ward

robe

Multiple bags c

onsum

e

stora

ge space

2. li

mita

tions

2. li

mita

tions

3. O

ppor

tuni

ties

w/o

lim

itatio

n3.

Opp

ortu

nitie

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/o li

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tion






•Change all clothing and shoes to one color pallette•Get rid of clothes•Minimalist style












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without #2?


1. What are all the ways we might maintain style AND store only one purse?1.2 What are all the ways we might create the illusion of a different purse to match every outfit or shoes?

1.2.1 What are all the patterns that are on trend for clothes and shoes?

1.2.2 What are all the styles for purses that align with clothing and shoe styles (e.g., casual, business, fun, play, beach, conservative, evening wear)?

1.2.3 How might we make purse styles easy to collect, swap, share and trade with friends?

1.2.4 How might we have all these styles and consume minimal storage space in our closet?

Motorola Solutions Confidential ProprietaryQUESTION BANK PAGE 35


MORE PROBLEMS SOLVED



switching bags

One bag is boring


assumption


assumption

Need bags with

pattern

s and te

xture

Need bag of eve

ry

color i

n ward

robe

Multiple bags c

onsum

e

stora

ge space

2. li

mita

tions

2. li

mita

tions

3. O

ppor

tuni

ties

w/o

lim

itatio

n3.

Opp

ortu

nitie

sw

/o li

mita

tion



















Leave

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s in

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urses

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without #2?


1. What are all the ways we might maintain style AND store only one purse?1.3 What are all the ways we might prevent the need to transfer belongings from purse to purse?

1.3.1 What are the minimal things that we want with us in every purse?

1.3.2 What types of storage do our essentials we have in every purse need?

1.3.3 How might we duplicate all items in every purse and keep in easily accessible, convenient locations (e.g., front entry, car, gym locker)?

1.3.4 What mechanisms might we create to efficiently move all items from one purse to another?

Motorola Solutions Confidential ProprietaryQUESTION BANK PAGE 40


PURSE ECO-SYSTEM: COMPETITION

Covert Pack-n-Go Kit from Motorola


OBSERVATION TO IDEATION STEPS

TASK WHO

1. Identify INSIGHTS which are contradictions or tradeoffs

Observation team

2. Define/capture INSIGHT in GENERIC terms - NO JARGON! (#1 in Provocation)

Observation team & DI Facilitator

3. Apply ASSUMPTION STORMING to surface limitations, constraints, dogma around INSIGHT(#2 in Provocation)

Observation team, 2-3 internal technology Subject Matter Experts, DI Facilitator

4. Apply TRIZ and BRAINSTORMING to BUST CONSTRAINTS & generate opportunity spaces for ideation (#3 in Provocation)

Observation team, 2-3 internal SMEs, DI Facilitator

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OBSERVATION TO IDEATION STEPS

TASK WHO

5. Select boldest opportunities & Create QUESTION BANKS

Observation team, SMEs, DI Facilitator

6. Assemble Directed Innovation deck reusing Use Cases from site Observations and QUESTION BANKS

Observation team, DI Facilitator

7. Select internal diverse set of Ideation team participants (incl. DI home team & cross-business technology SMEs)

Observation team, DI Facilitator

8. Apply DI Ideation Methodology

DI Facilitator, Ideation team 43


Ideation44


DIRECTED INNOVATION WORKFLOW

1



Facilitator







participants

7




Idea Sheets


ideas to closure

2/11/2015 45

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INVENTING RULES

DO’s DON’Ts

BUILD on others’ ideas Criticize others’ ideas

Write down all problems on post-its attached to ideas for later discussion (Opportunities For Invention)

Vocalize issues to thwart idea generation (e.g., prior art)

Ask exploratory open-ended questions

Use questions as way to criticize idea

Record all details of your ideas on Idea Recorder to later enhance disclosable concepts

Work only at high-level (a potentially novel idea may be eliminated later during Evaluation)

Be Tenacious and take the Risk to support “wild” ideas

Be shy or a perfectionist

Permit Ambiguity and Be Optimistic

Project negative non-verbal or verbal behaviors

Be Speculative and Idealistic Be too practical or pragmatic (until Evaluation)

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Session Name: Gemini Innovation Workshop

What problem are you trying to solve?(If working from a list of questions, record the question number.)

What is your idea/solution?

How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)

Innovator(s) CoreID(s): Today’s Date:

4/27/2007

Potential Business Value:

High, Medium, Low, Unknown

What is a “working title” or keywords for your innovation?

Motorola Confidential when Completed

Suggested Lead:

Session Name: Gemini Innovation Workshop

What problem are you trying to solve?(If working from a list of questions, record the question number.)

What is your idea/solution?

How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)

Innovator(s) CoreID(s): Today’s Date:

4/27/2007

Potential Business Value:

High, Medium, Low, Unknown

What is a “working title” or keywords for your innovation?

Motorola Confidential when Completed

Suggested Lead:

IDEA SHEET

Idea Recorder

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8. SME Tutorial 9. Diverse team of 8+ 10. Appropriate Venue

11. Distribute slide deck

12. Materials, snacks, room set-up

13. Ideate in pairs


14. Collect, count, combine, evaluate Idea Sheets 15. Disposition Idea Sheets

(patent, roadmap, WIP)

16. Project Manager generatesmetrics, notifies innovators, mentors/tracks ideas to closure


Implementation

50


CROSSING THE CHASM

Conversion Inventor Mentoring

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Inventor Mentoring Checklist

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1. Identify and describe PROBLEM DOMAIN and specific PROBLEM2. Describe SOLUTION: Use Cases, Customer Value, flowcharts, block diagrams, steps to implement in concise sentences

3. SEARCH for prior art, demonstrate NOVELTY, demonstrate DETECTABILITY of software algorithm

4. Describe BUSINESS CASE: ROI of patenting your solution ($15K for patent, $250K for patent family)

5. SELF-SCORE disclosure grading criteria (e.g., detectability, design around, claim breadth)

6. Summarize Novel UNIQUE Features of solution, Competitive DIFFERENTIATION


SLICED BREAD

Easy as…Sliced Bread?

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3D nail printer:http://www.youtube.com/watch?v=gOwHYDZhnuA

http://www.youtube.com/watch?v=gOwHYDZhnuA

http://www.youtube.com/watch?v=gOwHYDZhnuA


"VISION WITHOUT EXECUTION IS HALLUCINATION."

- THOMAS EDISON 56


EXERCISE



assumption


assumption


assumption


assumption

Limita

tion, c

onstraint,

assum

ption

Limita

tion, c

onstraint,

assumptio

n

Limita

tion, c

onstraint,

assum

ption

2. li

mita

tions

2. li

mita

tions

3. O

ppor

tuni

ties

w/o

lim

itatio

n3.

Opp

ortu

nitie

sw

/o li

mita

tion










1. Problem: How might we maintain style AND only have one purse?

Limita

tion, c

onstraint,

assum

ption

58



PROVOCATION


Assumption Storming Question Bank

Who, what, where, when, why, how, how much - exploration to support surfacing a comprehensive set of #2’s ( limitations, constraints, and assumptions) that prevent us from achieving our #1 ( goal or ideal solution to a problem) right NOW. Categories the facilitator uses with 2-3 SMEs from Observation domain to elicit #2’s in Provocation (planning DI Ideation sessions)

I. WHO are all the players, stakeholders, and gatekeepers we might consider that influence our ability to achieve our goal or solve our problem?

II. WHO does NOT matter in the achievement of our goal or solving our problem? III. WHAT does it do? WHAT does it NOT do? IV. WHERE are all the places the problem surfaces or that our goal is difficult to

achieve, and their characteristics? WHERE is the location for the ideal operating conditions (there is NO problem)?

V. WHY is this an important goal to achieve or problem to solve? (What will happen if

we do NOT address/solve this problem?) VI. HOW do we know that the problem exists or the goal is difficult to achieve?

VII. HOW MUCH money/revenues do we believe we can save or make by solving our problem or achieving our goal?

59

STEP 2Limitations


TRIZ

TEORIYA RESHENIYA IZOBRETATEL’SKIKH ZADACH

THE THEORY OF INVENTIVE PROBLEM SOLVING


TRIZ-AN AMAZING SET OF TOOLS

• Theory of Inventive Problem Solving

• Techniques for creative problem solving validated by over 50 years of research and 20+ years of real world application

• Invented by Genrich Altshuller in 1946

• Premise:Creative Problem Solving isn’t

just brainstorming!!!


IDEALITY- IDEAL FINAL RESULT OR IDEAL SOLUTION MODEL

An Ideal System occupies no space, has no weight, requires no service or maintenance, but still performs the Main Function with all the benefits and no harmful interactions.

What is the ideal software program?

What is ideal data?

no memory?

functions require

no cycle time?


THINK CREATRIZIVELYTM!

• #1 Strip descriptions of domain language • #2 Be willing to rearrange what you know • #3 Describe contradictions and park on

them!

• #4 Is this problem or trade-off solved in other disciplines?

• #5 What would this ideally look like?


STEP 3IGNORE OR BUST CONSTRAINTS WITH TRIZ

99 Questions based on 40 TRIZ Principles - v1

1. Segmentation (Principle #1)

1. How might it be segmented? 2. How might it be segmented into independent parts? 3. How might it be easy to disassemble? 4. How might we increase the degree of fragmentation or segmentation?

2. Separation (Principle #2)

5. How might the interfering parts or properties be singled out? 6. How might only the necessary part be single out?

3. Local Quality (Principle #3)

7. How might the structure be changed from uniform to non-uniform? 8. How might the external environment or influence be changed from uniform to non uniform? 9. How might each part function in conditions most suitable for its operation? 10. How might each part fulfill different and useful functions?

4. Symmetry Change (Principle #4)

11. How might the shape be changed from symmetrical to asymmetrical? 12. If it is asymmetrical, how might the degree of asymmetry be increased?

5. Merging (Principle #5)

13. How might identical or similar objects be brought closer together or merged? 14. How might identical or similar parts be assembled to perform parallel operations? 15. How might operations be contiguous or parallel? 16. How might operations be brought together in time?

6. Multifunctionality (Principle #6)

17. How might parts or objects perform multiple functions? 18. How might parts or objects eliminate the need for other parts?

7. Nested Doll (Principle #7)

19. How might one object be placed inside another? 20. How might one object be placed inside another, and then inside another? 21. How might one part pass through a cavity into another?

8. Weight Compensation (Principle #8)

22. How might the weight of an object be compensated by merging with other objects to provide lift? 23. How might the weight of an object be compensated by interacting with the environment? 24. How might the weight of an object be compensated by interacting with the aerodynamic forces? 25. How might the weight of an object be compensated by interacting with the hydrodynamic forces? 26. How might the weight of an object be compensated by interacting with the aerodynamic buoyant forces?

64


Limitation #5

Limitation #6

Limitation #7

Limitation #8

Limita

tion #4

Limita

tion #3

Limita

tion #2

Limita

tion #1

2. li

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2. li

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1. Focus/Goal/Objective/Problem Insight #1



PROVOCATION

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2. li

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2. li

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1. Focus/Goal/Objective/Problem

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PROVOCATION


EXPLORE IDEALITY – ONLY IF TIME

67

Comes before Provocation, once proficient user


1. Focus/Goal:

2. I

deal

A

ttrib

utes

3. A

sk W

HY

idea

l(5

tim

es)

What are all the ways we might characterize the Ideal/Perfect World solution based on the resources we have available to us?

2. I

deal

A

ttrib

utes

3. A

sk W

HY

idea

l(5

tim

es)

IDEAL FINAL RESULT WORKSHEET

IDEALITY


STEPS FOR IDEAL FINAL RESULT MODELING

1. Clearly & unambiguously describe the final “perfect” solution to your problem, using noun & verb (main function)

2. List as many different distinct adjectives you possibly can that characterize the ideal/perfect solution – both the noun AND the verb/function parts

3. Take each adjective/adjective phrase one at a time and ask yourself WHY that occurs to you as a description of the ideal solution vs. today’s available solutions (surfacing assumptions) – recursively ask why again until you can’t answer


BACK UP

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ICE CREAM AND PIZZA

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POST-IT NOTES AND SONY WALKMAN

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MOTOROLA RAZR AND APPLE IPOD->IPHONE

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MANY TECHNIQUES TO THINK CREATIVELY


DIRECTED INNOVATION FACILITATOR

Role1. Plan DI events in Forward-Looking areas

• Define the Ideal Final Solution• Reframe the original problem (Problem Storming)• Transform problem statements into open-ended, thought-provoking questions

(Question Banking)

2. Facilitate DI ideation sessions to generate high-quality concepts & patent disclosures

• Engage participants, both divergent & convergent thinkers• Project Manage ideas to closure (implementation)

Minimum Qualifications• Effective group facilitation & meeting management• Problem identification & analysis - Analogous & adaptive thinker• Broad technical knowledge of MSI verticals and adjacencies• Process-oriented & Disciplined Time Manager

Skills• Well-read: trend watcher & technology scout• Excellent communication & presentation skills (bi-lingual for regional facilitators)• Motivational & enthusiastic• Tutoring/ instructional background a plus

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INVENTOR MENTORINGOpportunity/ Goals• Enhance organization innovators’ capability

to generate high-quality, forward-looking IPR

– Address relevant art barriers to novelty

– Address enablement / reduction to practice issues

– Advocate/shepherd promising Inventions

Scope, Deliverables• Patent disclosure mining for

underdeveloped Forward-Looking Assets

• MSI-wide Inventor Mentoring program

Benefits, ROI• Enhance individual creativity and

organizational innovation capacity• Harness MSI diversity of thought

with skilled inventor mentors:– Creative, tenacious problem solvers– Collaborative coaches– Competent investigators

Resources, dependencies• Geographically-distributed candidates

with:– 3 years technical experience in the

relevant field– Plus any one of the following:

– SABA membership, or– 3 granted patents, or– 5 pursued disclosures

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Directed Innovation for Innova-CON

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