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13 Key Principles to Develop and Deploy Your Own Innovation Program - The Intel TRIZ Story

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The true story of Intel's deployment of TRIZ across the corporate enterprise how to deploy your own innovation program - Key Principles for a successful deployment of innovation methods that you too …

The true story of Intel's deployment of TRIZ across the corporate enterprise how to deploy your own innovation program - Key Principles for a successful deployment of innovation methods that you too can use to help your company be successful innovating

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  • 1. THE INTEL TRIZ STORY HOW TO DEVELOP AND DEPLOY YOUR OWN INNOVATION PROGRAM – KEY PRINCIPLES: Logos, names and brands may be claimed as the property of others.
  • 2. FOREWORD It is our sincere hope that by sharing our story; we are able to empower you, and your company, to be more innovative and profitable. The difference, we believe, between success and failure in your own innovation journey is going to be governed by a principle driven approach. So much so that we believe that it’s vitally important to show that an innovation program cannot only be financially beneficial to a firm, but we think critical for any size company’s long term success. (Be sure to check out the links as the presentation can only cover so much information) At the very least we hope to show you that a successful deployment is not only attainable but also much easier when using principles, take what we have learned for your benefit. We’d rather you didn’t experience some of the horror stories oft heard about in failed continuous improvement and innovation program deployments. All the best to you, - Richard Platt 8/19/20130 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 2
  • 3. THE EARLY DAYS In 2002 we were asked to train 15 engineers, on 12 manufacturing and engineering projects, using at the time, a little known innovation and problem solving methodology called TRIZ (link) The Result: $2.2M USD in ROI We were then asked to create a proposal for Intel senior managers for funding approval of the training so it could be rolled out to Intel - the proposal was rejected 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 3
  • 4. WHAT I DIDN’T KNOW AT THE TIME WAS… 2 sets of Intel managers and engineers had already tried to bring this same thing to senior management but had failed to successfully implement the methodology inside of the company. Hard fact: “Corporate Innovation Champion Survival Rates”(article) are extremely low – 15 different companies, all of the individuals who championed innovation efforts either retired early, or were downsized. 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 4
  • 5. WITH NOTHING TO LOSE… We sent the proposal to the then CEO, Craig Barrett, for his review and final disposition. He convinced the senior managers that they should fund the deployment of the systematic innovation methodology, that became known as the… INTEL SYSTEMATIC INNOVATION (TRIZ) PROGRAM So What Where the Benefits?…What did people say about it?... 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 5
  • 6. 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 6 0 0.5 1 1.5 2 2.5 3 3.5 1 2 3 4 5 6 7 8 9 10 11 12 13 Site Ageofproblem(years) COMPONENT MANUFACTURING’S AGE OF PROBLEMS SOLVED TRIZ proven to provide solutions to long standing problems! MY CR Site #1 Site #2
  • 7. 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 7 FAB SORT MFG’S AGE OF PROBLEMS SOLVED Mfg Process #1 Mfg Process #2 Mfg Process #3 Mfg Process #4
  • 8. 7/8/2012 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 8 PERFORMANCE METRICS OF INTEL TRIZ PROGRAM Estimates Profitability Gains: $63.5MMUSD Productivity Gains: $149MMUSD Total Benefit: $212.5MMUSD Avg. ROI / Person trained in Systematic Innovation Methods: $250K / person Note – productivity gains are the highest benefit, shortening time to solutions and better utilization of engineering resources
  • 9. The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 9 COMPARISON: PERFORMANCE METRICS OF SAMSUNG TRIZ PROGRAM Note: All of the #’s used for calculations were found on the web from publicly disclosed and approved sources of Intel and Samsung Corporate Comparison of Programs Intel Cost | Samsung Cost $3.6M | $10 - 40M Benefits (Conservative Estimates) Intel | Samsung $63.5M | $500M 1764% ROI | 2500% ROI Benefits (Stated Estimates) Intel | Samsung $212.5M | $1000M 5902% ROI | 5000% ROI KEY TAKE AWAY: Why Are these programs so close, even though the Intel Program cost at least 2/3 less and executed in a 1/3 of the time, How did Intel do it?
  • 10. 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 10 INTEL SENIOR MANAGER FEEDBACK  Brian Krzanich (current Intel CEO) – “this (TRIZ) will help make sustaining (engineering) cool.”  Bob Baker (TMG Senior Vice President) – “the only program that I really like coming out of IT”  Steve Grant (FSM GM / VP) – “this (TRIZ) is something that we need to have”.  Pat McDonald (F20 FM) – “TRIZ provides a great opportunity for our most talented technical folks to think outside the box, take advantage of the incredible search engines, and truly pursue innovative solutions to our most troublesome issues! It's exciting to see our technical expert's 'eyes light up' as they explain how we can use fundamental scientific models to solve complex process issues quickly!”  Tammy Walsh (F11 FM) – “I have been impressed with how it enables folks to better define the problem statement and with the improved (and many times simple) solution generation. It is a great tool to add to our tool box of problem solving!!”  Joe McDonnell (IFO FM) – “Have been very impressed with the breakthroughs delivered already. TRIZ develops innovative thinking right through from problem definition to root cause understanding and solution. I see the potential for significant cost saving for Intel through the deployment of this capability.”
  • 11. 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 11 SENIOR ENGINEER’S FEEDBACK  Tim Mezel (F11) – “TRIZ enables engineer‟s to have a deeper level of thinking about their problems and provides more and improved solutions to their problems. TRIZ most importantly significantly enhances Intel‟s current problem solving methodologies.”  Mike Westley (F20) – “TRIZ is an excellent tool for any FSM engineer to have available to them. I feel the biggest impact TRIZ could have is to suggest new solutions to the problems that we band-aid rather than solve.”  Enda Murphy (IFO) – “I am really impressed by TRIZ as a methodology. I have found it already extremely beneficial in our everyday business. I find myself thinking very differently about problems and how to solve them. Triz is a really powerful method of looking at tricky problems. The program is catching hold fast across IFO, is getting good feedback and breakthroughs are being demonstrated today e.g. BSS OCR fix, SAP DB60 have become TRIZ problems in the last week.”  Steven Finnegan (IFO) - “Having a standard methodology on how to define an engineering system has been invaluable on every problem where we have applied TRIZ as a technique. We are uncovering intricacies that we never knew existed or had overlooked. We have demonstrated that when applied to the right problem, we have yielded results with innovative solutions.”  Amir Roggel (Israel) – “Courses organization and effectiveness by ISTG and site teams has been excellent! TRIZ is a “grammar” for innovation, with content expertise “vocabulary”, engineers can write poems…”  Rex Stone (F11 Principal Engineer) – “TRIZ is the best tool I‟ve seen for teaching folks how to understand problems at a level of fundamental principles.”
  • 12. 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 12 GENERAL STUDENT FEEDBACK “We believe TRIZ would have shortened time it took to come up with the solution and TRIZ generated more solutions than POR brainstorming / troubleshooting methodologies.” “TRIZ provided solution paths that were arrived at separately however it did this in a matter of days where as it took years to arrive at this point without TRIZ.” “Need to make TRIZ training and problem solving a standard element of Engineering at Intel.” “TRIZ was useful in encouraging out-of-the-box thinking and overcoming fears of implementing radical and creative solutions.” “TRIZ tools helped foster deeper understanding of our engineering system.” “The TRIZ process flow enhanced “out of the box” thinking with the extensive database available.” 17 of 18 people in the IFO class found the material and technique very useful and would recommend it strongly to others Most Engineers found the technique easy to use once they got used to it and were impressed by the technique and the software available. All of the Engineers are using the application since the class in real life projects and one GL is setting up a system within his group to ID TRIZ candidate projects.
  • 13. KEY TAKE-AWAYS 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 13 Methods applied across multiple domains:  Multiple Manufacturing processes/designs from simple to complex  Multiple products and issues = x-discipline worked best  Product and Process issues resolved  Safety issues resolved  Test issues resolved  Yield issues resolved  Water treatment issues resolved  Numerous problems/issues resolved Risks Managed  Statistically relevant, a repeatable and reliable process to follow/use  Proved multi-technology, multi-industry, multi-discipline portability of methods  Tied to financial performance of organization  Tied to productivity of employees  Reducing cost and increasing margins, (top and bottom line)
  • 14. 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 14 WHY THE INTEL TRIZ PROGRAM WAS SUCCESSFUL 1. STRATEGIC DIAGNOSIS: WORKED ON PROBLEMS THAT THE ORGANIZATION WANTED ADDRESSED  SOLVING COMPLEX PROBLEMS THAT WEREN‟T BEING SOLVED OTHERWISE  e.g. INTEL MANUFACTURING (TMG) WASN‟T LEARNING INNOVATION METHODS, THEY WERE LEARNING COMPLEX PROBLEM SOLVING 2. BUILT UPON ALREADY INSTITUTIONALIZED PROBLEM SOLVING AND QUALITY METHODS  INTEL 7 STEP PROBLEM SOLVING  INTEL USE OF TQM / TPM METHODS (E.G. SPC, ETC..) 3. LIMITED/SCOPED THE # OF TRIZ TOOLS TRAINED TO JUST WHAT WAS NEEDED  REQUIRED USE OF INNOVATION PROBLEM SOLVING TEMPLATES, MAINTAINING DISCIPLINE IN THE CORRECT USE OF THE METHODS  ONLY CANDIDATE INSTRUCTORS WERE EXPOSED TO ALL OF THE TRIZ TOOLS
  • 15. 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 15 TRIZ INTEGRATED INTO SPS Defining the Problem Developing Solutions
  • 16. 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 16 4. DEVELOPED A CADRE OF LOCAL / SITE LEVEL TRAINERS VIA SELF- SELECTION  INSURING THAT WE GOT THE MOST ENTHUSIASTIC AND COMMITTED INDIVIDUALS TO SUPPORT AFTER THE SENIOR INSTRUCTOR DEPARTED THE SITE  PROVIDING A SELF-SUSTAINABILITY FOR THE TRAINED ORGANIZATION 5. REQUIRED REAL PROBLEMS BE BROUGHT TO TRAINING FROM THE FACTORY AND DESIGN COMMUNITIES – TACTICAL AND STRATEGIC  SOMETHING THAT STUDENTS WERE ALREADY RESPONSIBLE FOR SOLVING  INSURED LEARNING WAS ONLY APPLIED ON REAL PROBLEMS, NOT AN ACADEMIC / CASE STUDY ACTIVITY 6. PRESENTING RESULTS TO FACTORY / SENIOR MANAGEMENT  INSURING STUDENT ACCOUNTABILITY TO TACTICAL AND STRATEGIC MANAGEMENT GOALS  PROVIDING VISIBILITY TO MANAGEMENT ON RELEVANCE OF THE PROGRAM TO TACTICAL AND STRATEGIC GOALS AND OBJECTIVES WHY THE INTEL TRIZ PROGRAM WAS SUCCESSFUL
  • 17. 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 17 7. INVOLVED FINANCE @ ALL SITES TO EVALUATE ROI OF PROJECTS  FINANCE VALIDATED / SUPPORTED EFFORTS – PROFITABILITY MATTERS  DIRECTLY TIED INNOVATION EFFORTS TO WHAT THE COMPANY NEEDED 8. GOT INTEL LEGAL AS AN ADVOCATE FOR TRIZ  PREVIOUS ATTEMPTS AT TRIZ PROLIFERATION, DID NOT EFFECTIVELY COMMUNICATE OR ALIGN WITH LEGAL WHO OPPOSED ITS EARLIER ADOPTION 9. USED CHANGE AGENCY METHODS, STRATEGIES & TACTICS  A STEP CHANGE APPROACH TO EMBEDDING CAPABILITY, ONE GROUP AT A TIME. NOT TRYING TO DO THE WHOLE COMPANY ALL AT THE SAME TIME  DISCIPLINED APPLICATION OF CHANGE FORMULA AND MANAGING THE ICEBERG OF RESISTANCE See Corporate Change Agent (presentation)  DROVE ACCOUNTABILITY UP, DOWN AND ACROSS THE ORGANIZATION  SHARED AND PROMOTED BENCHMARKING RESULTS OF OTHER SUCCESSFUL CORPORATE INNOVATION PROGRAMS (presentation) WHY THE INTEL TRIZ PROGRAM WAS SUCCESSFUL
  • 18. 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 18 WHY THE INTEL TRIZ PROGRAM WAS SUCCESSFUL 10. HIRED / COACHED BY THE BEST TRIZ EXPERT CONSULTANTS INTEL COULD GET IN THE FIELD  INSURED THAT ORGANIZATION HAD THE BEST AND MOST COMPREHENSIVE TRAINING 11. SMALL WINS, LIMITING DEPLOYMENTS ONLY TO THE NEEDY  BUILDING GRASS ROOTS SUPPORT IN FRONT LINE PERSONNEL 12. BUILT / LEVERAGED A COMMUNITY OF PRACTICE (COP)  A COMMUNICATION PORTAL BETWEEN FACTORIES, BUSINESS UNIT AND R&D PERSONNEL USING THE METHODS AND LANGUAGE OF INNOVATION AND COMPLEX PROBLEM SOLVING
  • 19. The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 19 LEVELS OF DEPLOYMENT AT LARGE CORPORATIONS Corporate: • Commitment to make innovation a core business process • Broad and active support of management • Internal Systematic Innovation consulting team • SI / TRIZ seminars for executives and mid-level mgr’s Group: • Middle - Management commitment • Integration into the engineering environments • Appointment of SI / TRIZ champions in dept.’s • Advance methodology training for champions Individual: • SI / TRIZ awareness • Basic methodology training • Champion identification The level of success correlates to the level of deployment Corporate Group Individual
  • 20. The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 20 COMPANIES LEVELS OF DEPLOYMENT Low Level  Unilever  Colgate Palmolive  AMD  Motorola Medium Level  Boeing  Kimberly Clark  ABB  Whirlpool  HP  Delphi High Level  Samsung Electronics  Samsung Electro Mechanics  Samsung Adv. Inst. of Tech.  Procter & Gamble  Siemens  LG Cable  Christian Dior  Dutch State Mines (DSM) High Level Deployment includes multiple levels of support that assist the integration of the innovation program into an organization’s way of conducting business and streamlining operational effectiveness, efficiency and developing a sustainable competency in innovationSource: GEN3 Partners Inc, 2005 SI trained companies DO NOT automatically become innovative
  • 21. WHO ELSE HAS BEEN SUCCESSFUL IN INTEGRATING TRIZ AND HOW 8/19/2013 The Strategy + Innovation Group | All Rights Reserved - Copyright (c) 21
  • 22. Who Has Successfully Integrated (High Level) Company Integration Started with 6-Sigma („97), then DFSS, then applied TRIZ in gaps to generating solutions where these methods were applied. Added into corp. training for all engineering and R&D staff (‟01), integrated quality and innovation training. Creation of specialized innovation centers (VIP) – see Benchmarking Analysis Adopted 6-Sigma in „99, then DFSS / Lean and TRIZ in „01 where innovation was needed to supplement 6-Sigma/DFSS/Lean. Now trains an integrated quality and innovation toolbox since ‟07. >>11K projects using 6 Sigma & TRIZ, constantly adapting the methods depending on problem faced and what people need to solve – adapting the methods. see public report Used Samsung and Intel programs as examples to follow for their own TRIZ proliferation activities – „05 created an Innovation Tool Academy that crafted job specific training to support specific jobs & roles, creating 3 different Invention on Demand workshop tracks: Patents on Demand, Solutions on Demand, and Innovation on Demand. These 3 program tracks are further delineated into „Basic‟, „Advanced‟ and „Professional‟ levels of training and materials/tools. – see report *logos, names and brands may be claimed as the property of others.
  • 23. Who Has Successfully Integrated (Mid-Level) Company Integration Localized use of TRIZ by different BU/divisions, seen as an excellent tool by some, interesting by others and some outright resistance. Organizational mgmt. structure does not force groups to adopt/use TRIZ. Philips mgmt. now funds an internal/externally facing innovation services division that utilizes TRIZ methods. As of „08 have an integrated set of Quality and Innovation training, combining 6-Sigma, DFSS, Lean and TRIZ, deployed across the enterprise, to empowering employees with a structured process for innovating. *Logos, names and brands may be claimed as the property of others.
  • 24. Process Excellence Week -- 24 08/31/09 Version 1.2 MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009 Performance Improvement Low Hanging Fruit Traditional Management Crisis Crisis 100% 50% 20% 0% -10% 3 6 9 12 months (Status Quo) DMAIC/DI Lean/DFSS/ DMADV/DI Ray Stata, Sloan Management Review, 1989. What can we expect from Directed Innovation(DI)? The Process Half–Life Effect Ford 8-D
  • 25. Process Excellence Week -- 25 08/31/09 Version 1.2 MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009 Digital Six Sigma Flow Chart Business Case Stakeholder Analysis Customer Information Process Measurement Process Mapping (VSM) Solutions Developed Document & Standardize Digitize & Draw Down D M A I C L E A N D M A D V Define Measure Analyze Risk Assessment Issue Statement Team Charter Solutions Selected DOE Testing Improve Control Root Cause Value Analysis no yes New Process or Product no yes BHAG Paradigm Analysis Ideal Design Verify Customer Needs & Requirements QFD Performance Achieved no Measurement Systems Analysis Change Management
  • 26. Motorola Public, Process Excellence Week, Rev 1.2 MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2009 DSS Flow Chart – Directed Innovation overlay Business Case Stakeholder Analysis Customer Information Process Measurement Process Mapping Solutions Developed Document & Standardize Digitize & Draw Down BHAG Paradigm Analysis Ideal Design Verify D M A I C L E A N D M A D V Define Measure Analyze Risk Assessment Issue Statement Team Charter Solutions Selected DOE Testing Improve Control Root Cause no yes Customer Needs & Requirements QFD New Process or Product no yes Performance Achieved no Measurement Systems Analysis Change Management IP Landscape Analysis Provocation Focus & SMEs Budget Sponsor SME Interviews Provocation/ Probl. Storming TRiZ/ Function Analysis Ideation Concept Evaluation Value Analysis Conflict Zone TRiZ- Tradeoffs Question Banking TRiZ – Ideality Provocation Concept Evaluation PatComm Review Customer Needs & Requirements QFD Ideal Design
  • 27. THE 13 PRINCIPLES The Strategy + Innovation Group | All Rights Reserved - Copyright (c)
  • 28. PRINCIPLES FOR INTEGRATING SYSTEMATIC INNOVATION 1. Trends clearly show TRIZ integrating into CI programs; 6- Sigma, DFSS, Lean, FMEA, SP C, etc…  Show weaknesses and value-add of including TRIZ  Existing methods are already adopted, show how they can be improved  Quality initiatives 2. Involve Financial metrics and measures  Involve finance organization / function (Hidden allies)  All BU are designed to make a profit, find out which ones are not 3. Job/Role specifically designed training  Further segmentation of training materials into „Basic‟, „Advanced‟ and „Professional‟ levels 4. Develop localized internal support / cadre of instructors  Local experts to support novice/junior trainees 5. Tie into existing challenge areas/problems that are not resolved  Internal investigation required The Strategy + Innovation Group | All Rights Reserved - Copyright (c)
  • 29. 6. Find internal org/group Champions  Conduct special training for them, gather group requirements/needs from them  Initially have them act as conduit to internal DM‟s and Influencers  Screen them for instructor and higher level Mgmt. of Innovation position/s as situation evolves 7. Tie Program results to org Values and Exec. Level mgmt. metrics  This helps to assure political support of senior management  Can be used as a lever to move org‟s towards adoption 8. Insure training is able to address tactical and strategic issues of the firm  Internal investigation required to determine  Provide templates to follow  Craft training around key / important “JTBD” PRINCIPLES FOR INTEGRATING SYSTEMATIC INNOVATION The Strategy + Innovation Group | All Rights Reserved - Copyright (c)
  • 30. 9. Always present results to Mid and Senior Level Managers  Always train students on their “real”, actual problems, not case studies  Keep program visibility high, show value to the org, give students opportunity to show their new talent 10. Engage with Patent Attorney’s / IP Managers  Show value and relevance to what they do, (Hidden Allies) and potential students 11. Constantly refine / customize training materials  Focus on those being trained and what they are attempting to solve / address  Focus on quality and rapid innovation cycles 12. Seek to fund and secure CoP’s  Web portal‟s for sharing of methods, solutions, and internal consulting support  self-sustainability is the eventual goal for those receiving training PRINCIPLES FOR INTEGRATING SYSTEMATIC INNOVATION The Strategy + Innovation Group | All Rights Reserved - Copyright (c)
  • 31. 13.Training and Training Materials  Must be focused on how students are going to use the methods in their jobs  One size does NOT fit all, get feedback. Don‟t just train the troops, mid-level and senior level managers need the training too, otherwise they won‟t be able to manage for growth opportunities  Templates, shortcut‟s, “down and dirty” short courses, brochures, appendix‟s, all need to be provided to students for reference  Attempt to gain funding for on-line training for basic level of tools (if funding can be secured)  Speeds up innovation cycle  Provide champions with active support in presenting to mgmt.  They will definitely need it, very few champions are mentored /coached to be successful in affecting organizational change  Provide certification levels to demonstrate who has the skills and who does not  Differentiation for students, enables them to shoot for a skill set goal that will help them, mgmt. will come to see the value of knowing who has the skills. PRINCIPLES FOR INTEGRATING SYSTEMATIC INNOVATION The Strategy + Innovation Group | All Rights Reserved - Copyright (c)
  • 32. Innovation Management  Biggest #1 skill set gap noticed across all corporate deployments  This is not TRIZ specific but managing towards program management goals, targets and milestones  Work with DMAIC and DMADV processes of Six Sigma, DFSS and/or Lean to help deploy  Initially don‟t seek big wins, go for multiple small wins, its about building skills and capabilities  Big Wins come later with the Advanced and Professional skill sets Change Agency / Management  2nd biggest skill gap across corporate deployments  Done incorrectly and there is confusion / chaos / irritation  Not a TRIZ set of methods but a mindset and set of tools LEARNING CURVE THAT WILL NEED TO BE OVERCOME The Strategy + Innovation Group | All Rights Reserved - Copyright (c)
  • 33. RECOMMENDED READING (click on images to order from seller) Logo‟s , names and brands may be claimed as the property of others. Articles and Papers written by Wilfried Krüger (He created the “Iceberg of Resistance” model and is an expert on organizational change – however his books seem to be all in German)
  • 34. PARTING COMMENTS Though I left Intel in late 2006, TRIZ continues to help engineers, scientists and problem solvers to this day, just as it does in so many other companies. Think about the last time a major initiative was deployed in your company, how long did it take for there to be consistent benefit realized? Many efforts can take up to 3 or more years, but stick to it. Deploying an innovation capability takes time and effort for it to fully take hold. When talking with consultants, having principles to operate from, can guide you to get the type of training and support that you need to be successful. Start with small wins then go big, it’s what we did. We hope we’ve helped you, at least a little further along on you and your company’s journey to be more innovative. Best of Luck Richard Platt Work: 503.421.9391 Email: richard.platt@sig-hq.com The Strategy + Innovation Group | All Rights Reserved - Copyright (c)