Design for Innovation (D4I) Framework for Strategic Business Development

Design for Innovation Ltd, 2009 1 Design for Innovation Design for Innovation Embedding best practice discipline in business

Success story Design for Innovation Ltd, 2009 2 US$500 billion GE Market Capitalization US$13 billion 2000 Jack Welch steps down as CEO of GE 198 1 Jack Welch appointed as CEO of GE

Jack Welch said:
The ability to learn more about our customers faster than the competition.
The ability to turn that learning into action faster than the competition.”
“ We have only two sources of competitive advantage: Success Story Design for Innovation Ltd, 2009 3 Design for Innovation Design for Innovation Embedding best practice discipline in business

What you don’t know about your customers and your business may be costing you millions! Design for Innovation Ltd, 2009 4 For example : technology, product & service value-creation urgent needs For example : The best customer solutions to maximize your customers’ profitability For example : Your business model is now obsolete, limiting your effectiveness and ability to achieve a sustainable competitive advantage

Design for Innovation Ltd, 2009 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 innovation ORGANIZATIONAL innovation PRODUCT innovation PROCESS innovation MARKETING innovation TECHNOLOGY innovation STRATEGY innovation

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

[1] STAKEHOLDER WANTS & NEEDS FOR PROVIDING CONTRIBUTIONS [2] STRATEGIES TO SATISFY KEY STAKEHOLDER WANTS & NEEDS [3] CRITICAL PROCESSES TO EXECUTE STRATEGIES [4] CAPABILITES TO OPERATE & ENHANCE PROCESSES [5] STAKEHOLDER CONTRIBUTIONS TO SUSTAIN CAPABILITIES Target key stakeholders’ unmet wants and needs

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 Design for Innovation Ltd, 2009 8
Unexpected Successes
Unexpected Failures
Unexpected External Events
Process Weaknesses
Industry / Market Structure Changes
High-Growth Areas
Converging Technologies
Demographic Changes
Perception Changes
New Knowledge

Design for Innovation Ltd, 2009 9 Stakeholder Partnerships for Stakeholder-driven Innovation: Involve Your Stakeholders as Co-innovators Board Marketing Leadership R&D Finance Operations Stakeholders Sales Purchasing

3. How [will they get there]?
Generate solutions with inventive problem-solving, product ideation and innovation tools.
10 Business Focus : Effectiveness – Business Proactivity Business Focus : Efficiency – Business Responsiveness

4. How Well [can they get there]?
Evaluate feasibility and value of alternative solutions from multiple perspectives.
Examine the Critical Factors: Design for Innovation Ltd, 2009 11
Technical Factors
Timing Factors
Stability Factors
Position Factors
Growth Factors
Marketability Factors
Production Factors
Financial Factors
Protection Factors
Stakeholder Factors

Design for Innovation Ltd, 2009 12 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 Design for Innovation Embedding best practice discipline in business

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.) Design for Innovation Ltd, 2009 13
Operating Processes:
Develop Vision & Strategy
Design & Develop Products & Services
Market & Sell Products & Services
Deliver Products & Services
Manage Customer Service
Management & Support Processes:
Develop & Manage Human Capital
Manage IT & Knowledge
Manage Financial Resources
Manage Environmental Health & Safety
Manage External Relationships
Change Management

The D4I Framework Facilitates Value Creation, Management and Innovation Design for Innovation Ltd, 2009 14 Where are we going? What can we use now? Create new possibilities Evaluate and select Action and monitor Design for Innovation Design for Innovation Embedding best practice discipline in business Value Impacts Value Outcomes Value Outputs Value Drivers Value Builders Planning Value Creation

Primary Focus: Performance Improvement Primary Focus: Customer Solutions Primary Focus: Ideation & Innovation Primary Focus: Project Management Design for Innovation Ltd, 2009 15 D4I Framework Core Competencies Design for Innovation Design for Innovation Embedding best practice discipline in business

D4I Framework Tools & Resources
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

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.

D4I Tools for Technology Innovation Management
Problem analysis, definition & development audit :
Level 1 : Routine design problems
Level 2 : Minor improvements
Level 3 : Fundamental improvements
Level 4 : Next generation technologies
Level 5 : Pioneering discovery / invention
Algorithm for Inventive Problem Solving (ARIZ)
Laws of technological system evolution :
Tools for development of conceptual designs
Tools for identification & development of next-generation technologies
76 Standard Solutions for fundamental improvements to existing systems with Substance-Field Analysis :
Improving the system with no or little change
Improving the system by changing the system
System transitions
Detection and measurement
Strategies for simplification & improvement
100s of Patterns of Invention (Operators) to :
Eliminate, reduce or prevent harmful effects
Provide alternative ways to obtain useful effects
Resolve physical & other technical and non-technical contradictions
1,000s of scientific effects for supporting Substance-Field Analysis, and discovering / enhancing ready-to-use, derived & insufficient resources :
Fields : absorbing, accumulating, detecting, preventing, producing other fields & resources
Substances : accumulating, combining, detect-ing, eliminating, forming, moving, changing phase, preserving, producing & separating other substances & resources
Parameters : changing, decreasing, increasing, measuring, stabilizing other parameters & resources
Access to and searching of US patents & patent applications, EP documents, Japan-ese abstracts, and WIPO (PCT) documents
Access to and searching of 7,000+ detailed scientific & engineering encyclopedia topics
100s of searchable technical guidebooks

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 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: [email_address] Web: http://www.designforinnovation.com Design for Innovation Ltd, 2009 21 Design for Innovation Design for Innovation Embedding best practice discipline in business

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Design for Innovation (D4I) Framework for Strategic Business Development

by iainsanders on Jul 21, 2009

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Design for Innovation (D4I) Framework for Strategic Business Development — Presentation Transcript