Innovation And Design Tools Class Storyboard Small
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Innovation And Design Tools Class Storyboard Small

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Get an inside look at one of BMGI\'s recent Innovation & Design Classes.

Get an inside look at one of BMGI\'s recent Innovation & Design Classes.

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  • 1. Flipcharts and Photos from: Innovation and Design Class Amsterdam 23-27 May 2011 Dr. Anthony Shingleton & Dr. Michael Ohler Principals, BMGI Europe The following slides present a selection of the tools discussed and outcomes achieved during the course.1 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 2. Participant Comments and Feedback “The BMGI innovation training course was exactly what I was looking for to re-energize our business excellence effort. I will certainly recommend the course to whoever wishes to have a practical and fun dive into innovation tools and techniques.” Fabrice Gribon, Head of Process Excellence, Sanofi-Pasteur, France2 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 3. Participants’ expectations and initial understanding of innovation3 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 4. Brainstorming: « improve versus innovate » and « your ideas for uses of paper-clips » Notice: we collected these ideas in two minutes. We saw (right) that the KAI-scores in this class were quite similar and above the population average of 96. However, the range of scores in the class does not explain the range of the number of ideas for how4 to use a paper clip. The two are commonly believed to be correlated. © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 5. The Key Innovation Concepts: Job-to-be-done and Outcome Expectations (Higher & Lower Level Jobs) We later saw (right) that brainstorming for lower level jobs often delivers outcome expectations. Looking at the grammar of a job-to-be-done statement (JTBD, left), we also realized that outcome expectations5 are a special case of JTBD. © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 6. Understanding Innovation Opportunity Finding Innovation Opportunities Opportunities for innovation can be found by asking (potential) customers, For example : the JTBD is “manage my investment portfolio” and the outcome expectation is “maximize the transparency of the individual investments’ performance”. Questions for innovation opportunity could be: - “How important is it for you to have transparency on your investments’ performance?” - “How satisfied are you with your current ability to have transparency on your investments’ performance?” Participant learning points We understood that: a) This graph should not be split in quadrants (rather see the dashed lines) b) Depending on importance/satisfaction, one or the other of the four growth quadrants typically leads to successful innovations. We have practiced the concept by classifying outcome expectations of innovation opportunities we have found in the training room.6 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 7. Making sense out of different examples of innovation – and general principle behind solution finding Companies can innovate in four growth quadrants. However certain types of innovation appear to be more a general approach to doing business. Innovations can often be classified in categories (top-middle). To make them stronger a product innovation can be supported by other types of innovation, e.g. The Tata Nano can be strengthened by a production process innovation specific to the Tata. We also learnt that when searching for solutions, humans also tend to follow a set path, “vector of inertia” e.g. by following the competition. Innovation techniques help to explore better the area closer to the ideal final result (IFR) rather than in random direction.7 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 8. Learning to listen: Spotting outcome expectations Notice: some items listed above are in fact “functional requirements” tied to a given concept rather than being “outcome expectations” free8 from any concept how to pour beer. © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 9. The biz-cases for our in-class innovation projects and participants’ feedback as of day 2 Notice: in this class and as per preference of the class we applied innovation tools to innovate around objects in daily life we tend to take for granted (like pencil, pencil sharpener or clothe-peg). Simple financial estimations show that such seemingly insignificant objects can be associated with significant markets. We learned: innovation opportunities are all over the place.9 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 10. The big picture for spotting opportunities: Nine windows and knowledge bases10 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 11. Creative challenge – don’t take things for granted!11 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 12. Morphological matrix: A tremendous boost to creativity A challenge (left) initially estimated “impossible to tackle in a short time” can be in fact be overcome with ease. Extract the key elements of a typical detective story (like “ending”, “the crime”, “the hero”, …) and invent for each of these elements one specific example (e.g. ending = “the hero walks into the mist of a Black Forest mountain”). Doing so, in less than 5 minutes, we have found 3x4x3x3x4x3x1x2x2 possible stories to select from – and could have found far more had we had more than 3 ideas for ending, 4 ideas for the crime, and so forth…12 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 13. TILMAG: Another design tool to boost creativity13 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 14. TRIZ: We solved these inventive problems found in our training room14 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 15. Building the invulnerable design using the Pugh matrix: The six thinking modes15 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 16. How to innovate: Learning from a design company We watched a video as a team. And then each participant paid attention to one specific item (top). The results were reported back (left and following pages).16 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 17. How to innovate: Learning from a design company17 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 18. How to innovate: learning from a design company18 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 19. Impressions19 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 20. Impressions20 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 21. Review of the expectations at the end of the class • We assessed in the following way: Vote by all participants. - Thumbs up: green - Thumbs horizontal: yellow. - Thumbs down: red. We then averaged over the class. There were no “thumbs down”.21 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.
  • 22. Thank you for joining!22 © BMGI. Except as may be expressly authorized by a written license agreement signed by BMGI, no portion may be altered, rewritten, edited, modified or used to create any derivative works.