D4 I Framework Web

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An introduction to the Design for Innovation (D4I) Strategic Business Development Framework by Iain Sanders at www.designforinnovation.com

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D4 I Framework Web

  1. 1. Design for Innovation Design for Innovation Embedding best practice discipline in business The Design for Innovation (D4I) Framework Sustainable Value Creation, Management and Innovation We help companies achieve better results by making better decisions Design for Innovation Ltd, 2009 1
  2. 2. Success story US$500 billion GE Market Capitalization US$13 billion 1981 2000 Jack Welch appointed Jack Welch steps as CEO of GE down as CEO of GE Design for Innovation Ltd, 2009 2
  3. 3. Design for Innovation Design for Innovation Embedding best practice discipline in business Success Story Jack Welch said: “We have only two sources of competitive advantage: 1. The ability to learn more about our customers faster than the competition. 2. The ability to turn that learning into action faster than the competition.” Design for Innovation Ltd, 2009 3
  4. 4. What you don’t know about your customers and your business may be costing you millions! For example: For example: Your business The best model is now customer obsolete, limiting your solutions to effectiveness maximize your and ability to achieve a customers’ sustainable profitability competitive advantage For example: technology, product & service value-creation urgent needs Design for Innovation Ltd, 2009 4
  5. 5. Design for Innovation Design for Innovation Embedding best practice discipline in business We see Innovation as THE Driver of Competitive Advantage Systemic Approach to Innovation BUSINESS ORGANIZATIONAL innovation innovation PRODUCT STRATEGY PROCESS innovation innovation innovation MARKETING TECHNOLOGY innovation innovation Design for Innovation Ltd, 2009 5
  6. 6. D4I Framework Summary  Where [are our stakeholders going]?  Target key stakeholders’ unmet wants and needs.  What [do they need to get there]?  Identify problems to solve and opportunities to realize, that leverage existing resources and capabilities.  How [will they get there]?  Generate solutions with inventive problem-solving, product ideation and innovation tools.  How Well [can they get there]?  Evaluate feasibility and value of alternative solutions from multiple perspectives.  When [will they get there]?  Develop and execute an effective action plan for implementing solutions and monitoring progress. Design for Innovation Ltd, 2009 6
  7. 7.  Where [are our stakeholders going]? [5] [1] STAKEHOLDER STAKEHOLDER CONTRIBUTIONS WANTS & NEEDS TO SUSTAIN FOR PROVIDING CAPABILITIES CONTRIBUTIONS Target key stakeholders’ unmet wants [4] CAPABILITES and needs [2] STRATEGIES TO TO OPERATE SATISFY KEY & ENHANCE STAKEHOLDER PROCESSES WANTS & NEEDS [3] CRITICAL PROCESSES TO EXECUTE STRATEGIES Design for Innovation Ltd, 2009 7
  8. 8. 2. What [do they need to get there]?  Identify problems to solve and opportunities to realize, that leverage existing resources and capabilities. Identifying Problems and Opportunities with your Stakeholders… including Business Patterns 1. Unexpected 1. High-Growth Successes Areas 2. Unexpected 2. Converging Failures Technologies 3. Unexpected 3. Demographic External Events Changes 4. Process 4. Perception Weaknesses Changes 5. Industry / Market 5. New Structure Changes Knowledge Design for Innovation Ltd, 2009 8
  9. 9. Stakeholder Partnerships for Stakeholder-driven Innovation: Involve Your Stakeholders as Co-innovators Leadership Board R&D Marketing Stakeholders Finance Sales Operations Purchasing Design for Innovation Ltd, 2009 9
  10. 10. 3. How [will they get there]?  Generate solutions with inventive problem-solving, product ideation and innovation tools. 7. Technology Enablers 6. Delivery Processes Business Focus: 5. Business Focus: Efficiency – Solution-driven Products Effectiveness – Business Business Responsiveness 4. Proactivity Solution-driven Services 3. Customer Solution Optimization 2. Business Model Optimization 1. 10 Business Model Ideation
  11. 11. 4. How Well [can they get there]?  Evaluate feasibility and value of alternative solutions from multiple perspectives. Examine the Critical Factors: 1. Technical Factors 1. Marketability Factors 2. Timing Factors 2. Production Factors 3. Stability Factors 3. Financial Factors 4. Position Factors 4. Protection Factors 5. Growth Factors 5. Stakeholder Factors Design for Innovation Ltd, 2009 11
  12. 12. Design for Innovation Design for Innovation Embedding best practice discipline in business Design for Innovation provides a simple yet deeply insightful frame of reference for making better decisions and achieving better results by design, on a continuous basis Stakeholder Perspectives Examined: • Investors • Customers • Intermediaries • Employees • Suppliers • Regulators • Communities • Pressure Groups • Alliance Partners • Other Stakeholders Design for Innovation Ltd, 2009 12
  13. 13. 5. When [will they get there]?  Develop and execute an effective action plan for implementing solutions and monitoring progress. Stage- / Phase-Gate Project Management for Any Process (e.g.) • Operating Processes: • Management & Support Processes: – Develop Vision & Strategy – Develop & Manage Human – Design & Develop Products Capital & Services – Manage IT & Knowledge – Market & Sell Products & – Manage Financial Resources Services – Manage Environmental Health – Deliver Products & & Safety Services – Manage External Relationships – Manage Customer Service – Change Management Design for Innovation Ltd, 2009 13
  14. 14. Design for Innovation Design for Innovation Embedding best practice discipline in business The D4I Framework Facilitates Value Creation, Management and Innovation Planning Where are What can we Create new Evaluate Action and Value we going? use now? possibilities and select monitor Creation Value Impacts Value Outcomes Value Outputs Value Drivers Value Builders Design for Innovation Ltd, 2009 14
  15. 15. Design for Innovation Design for Innovation Embedding best practice discipline in business D4I Framework Core Competencies Primary Focus: Performance Improvement Primary Focus: Customer Solutions Primary Focus: Ideation & Innovation Primary Focus: Project Management Where are our What do they How will How well When will stakeholders need to get they get can they they get going? there? there? get there? there? Design for Innovation Ltd, 2009 15
  16. 16. D4I Framework Tools & Resources  Where [are our stakeholders going]?  Performance improvement audits & roadmaps  Strategic planning workshops & seminars  What [do they need to get there]?  Tools for maximizing existing & potential lifetime value of customers & prospects  Customer-product interaction discovery workshops  Business-Market-Customer opportunity discovery workshops  Business-Market-Customer problem solving workshops  How [will they get there]?  Inventive problem solving workshops & seminars  Product ideation & innovation workshops  Product-process-service innovation audits  How Well [can they get there]?  Better decision making guides and tools  Collaborative innovation capture, assessment & optimization  When [will they get there]?  Process mapping and workflow optimization  Stage-gate project management; and stage-gate product ideation & development  Lean six sigma & design for six sigma tools & resources  Tools & resources for facilitating collaboration & change management  Market research and technology R&D  Techno-economic analysis & modelling for business investments Design for Innovation Ltd, 2009 16
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  18. 18. D4I Framework for Technology Innovation Management  Where [is the need]?  What is the next winning technology to satisfy the potential or perceived market need?  What [is the problem definition]?  Transform the need into a clearly defined problem, or a set of problems accompanied by a list of various constraints.  How [will the problem be addressed]?  Generate conceptual solutions to the problem(s) with TRIZ.  How Well [do the alternative solutions work]?  Evaluate the concepts generated against various criteria, & select the most promising ones for designing a prototype.  When [will the best solution be ready]?  Develop the detailed design, determine the dimensions of all the components, specify material requirements etc. Design for Innovation Ltd, 2009 18
  19. 19. D4I Tools for Technology Innovation Management • Problem analysis, definition & • 100s of Patterns of Invention (Operators) to: development audit: – Eliminate, reduce or prevent harmful effects – Level 1: Routine design problems – Provide alternative ways to obtain useful – Level 2: Minor improvements effects – Level 3: Fundamental improvements – Resolve physical & other technical and non- – Level 4: Next generation technologies technical contradictions – Level 5: Pioneering discovery / invention • 1,000s of scientific effects for supporting • Algorithm for Inventive Problem Solving Substance-Field Analysis, and discovering / (ARIZ) enhancing ready-to-use, derived & insufficient resources: • Laws of technological system evolution: – Fields: absorbing, accumulating, detecting, – Tools for development of conceptual preventing, producing other fields & resources designs – Substances: accumulating, combining, detect- – Tools for identification & development of ing, eliminating, forming, moving, changing next-generation technologies phase, preserving, producing & separating • 76 Standard Solutions for fundamental other substances & resources improvements to existing systems with – Parameters: changing, decreasing, increasing, Substance-Field Analysis: measuring, stabilizing other parameters & resources – Improving the system with no or little change • Access to and searching of US patents & – Improving the system by changing the patent applications, EP documents, Japan- system ese abstracts, and WIPO (PCT) documents – System transitions • Access to and searching of 7,000+ detailed – Detection and measurement scientific & engineering encyclopedia topics – Strategies for simplification & improvement • 100s of searchable technical guidebooks Design for Innovation Ltd, 2009 19
  20. 20. Design for Innovation Design for Innovation Embedding best practice discipline in business Companies we have worked with * Industrial Research Limited * National Institute of Water & Atmospheric Research * Meridian Energy * Orion Networks * IAG Insurance * MainPower * Coca Cola Amatil * Eastland Networks * General Cable New Zealand * Asia Pacific Economic Cooperation (APEC) * Canterbury Development Corporation * Ravensdown Fertiliser Cooperative * Canterprise, University of Canterbury * New Zealand Trade and Enterprise * Business Mentors New Zealand * Rocky Mountain Institute, USA * Ideation International, USA * PD-Trak Solutions, USA * Broken Hill Proprietary, Australia * Centre for Exploitation of Science & Technology, UK * Department of Trade & Industry (DTI), UK * The Design Council, UK * The European Commission (Belgium, Luxembourg) * Mitsubishi Research Institute, Japan * Tokyo Electric Power Company, Japan * McMer Corporation, Philippines Design for Innovation Ltd, 2009 20
  21. 21. Design for Innovation Design for Innovation Embedding best practice discipline in business For further information contact: Dr. Iain Sanders Mobile: +64 (027) 356-6401 Skype: iain.designforinnovation.com Email: iain@designforinnovation.com Web: http://www.designforinnovation.com Design for Innovation Ltd, 2009 21

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