Why increase your “Innovation IQ?”Your “IQ” can be thought of as a predictable measure ofintelligence and performance…We will cover ways to enhance you and your team’sperformance in creative problem solving to support • Invention: novel idea generation (cash to ideas) • Innovation: successful implementation of novel ideas (ideas to cash) Creative problem solving skills are critical success factors in today’s competitive environment!
Paths to Motorola Solutions ValueInnovation creates value through...Engaging team members in forward-looking activities. Networking and knowledge sharing. (Engineering Effectiveness) Employee satisfaction. (Engineering Effectiveness; Retention)Product Feature. Customer-funded feature. Help “making the sell”. Cost improvements/synergies implementing other features. Enabling a service revenue stream/ new business model.Patent/ Intellectual Property (IPR). Improved IPR licensing costs/ opportunities for Joint Ventures. Litigation cost avoidance. Brand equity/ thought leadership. Courtesy Tom Tirpak, Motorola
Strategic Technology Analysis Metrics Identify Motorola Recipe for Success Component areas of focus Identification of what we have How good is it (quality & value) ? Competitor Scan Inventory Trend analysis based on published applications Gap analysis What do we need for desired end state? Prioritization Allocation
Example – Competitive Analysis-Patents Security IP- Last 5 Years (1999-2004) Sony Siemens Companies Samsung Nokia Ericsson Motorola Encryption Authentication Content Financial Network Secure Key Public Secure Tamper # Patents in Strategic Categories within Technology Domain Protection eCommerce Security Authorization Hardware Management Key Math Software Boot Resistance Theft Deterrence
Patent Portfolio Goals Portfolio CompositionForward-Looking Problems of Tomorrow Forward- Non-traditional markets and verticals Looking Portfolio BuildingPortfolio-Building Incremental Growth businesses Fundamental technologyIncremental / Portfolio-Sustaining Performance improvements, cost savings Technology enablers
HistoryAdvanced Inventing Ad hoc brainstorming by project teams Infrequent Patent attorney participation Direct to patent filings
Strategic Portfolio Development History – 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
Directed Innovation (DI):Treat Your Inventing session like aPROJECT and MANAGE it! 1.0 PLAN 4.0 2.0 ACT DO 3.0 CHECK
HistoryDirected 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, Green Tea – Concept Evaluation by SMEs & Patent Attorney – Inventor Mentors – Prior Art searching/ Patcomm review
Directed Innovation Workflow • Obtain Senior Management • Conduct Problem1 Sponsorship 4 Storming/Provocation • Select Experienced DI • Generate Question Bank2 Facilitator 5 • Identify High-Value • Select ~20 diverse3 Problem of the Future 6 participants • Use Question Bank to Ideate in pairs in one room 7 • Allocate minimum of 15 minutes/big question • Combine, evaluate, eliminate, distribute Idea Sheets 8 • Generate metrics, mentor innovators, track ideas 9 to closure11/29/2012 14
Sponsorship & Team Selection• Business Sponsor with budget & resources• Inventing team Subject Matter Experts (SMEs) in Technology Domain Planning & Ideation team members critical thinkers (problem-oriented) divergent thinkers (creatives) Facilitator (IAF Handbook of Group Facilitation) process observer objectivity no emotional connectivity to outcome
"The mere formulation of a problem is farmore often essential than its solution, whichmay be merely a matter of mathematical orexperimental skill. To raise new questions,new possibilities, to regard old problems froma new angle requires creative imaginationand marks real advances in science." Albert Einstein
3. Opportunities QuestionGeneration-Recipe: How might we use Opportunity #3 to overcome w/o limitation Limitation #2 and achieve/remove #1? OR How might we achieve/remove #1 by using #3 without #2?2. limitations 1. Focus/Goal/Objective/Problem: 2. limitations3. Opportunities w/o limitation
Identify High-Value Problem of the Future Business Sponsor selects Critical Challenge Problem Storming w/ critical thinkers Describe and list all attributes of Ideal Solution(s) • see TRiZ Identify known solutions and current patents • Describe characteristics and parameters and why they are insufficient: these are your CRITICAL CHALLENGES Transform Critical Challenges into thought- provoking questions to inspire breakthrough thinking *The format of the problem statements and related open-ended thought-provoking questions is key to successful results
"If I were to wish for anything, I should not wishfor wealth and power, but for the passionatesense of the potential, for the eye which, everyoung and ardent, sees the possible. Pleasuredisappoints, possibility never. And what wine isso sparkling, what so fragrant, what sointoxicating, as possibility!" - Soren Kierkegaard
Directed Innovation Workflow • Obtain Senior Management • Conduct Problem1 Sponsorship 4 Storming/Provocation • Select Experienced DI • Generate Question Bank2 Facilitator 5 • Identify High-Value • Select ~20 diverse3 Problem of the Future 6 participants • Use Question Bank to Ideate in pairs in one room 7 • Allocate minimum of 15 minutes/big question • Combine, evaluate, eliminate, distribute Idea Sheets 8 • Generate metrics, mentor innovators, track ideas 9 to closure11/29/2012 MOTOROLA SOLUTIONS INTERNAL USE ONLY 20
“Millions saw the applefall, but Newton was theone who asked why.” Bernard Baruch
The Older People Get, the Fewer Questionsthey Ask How often do people ask questions? Why does the typical 5-year-old ask 65 questions a day? Why does the typical 44-year-old ask only 6 questions a day? Why is it that the older we get, the fewer questions we ask?
How Questions Help Creative Problem Solving • Clarifies problems • Engages minds • Increases brain flow • Cultivates curiosity • Improves Listening • Promotes analogous thinking • Enhances quality thinking • Accelerates innovation • Improves idea management
SolutionPeople’s Client ROI for Questions • More Questions => More Ideas • Facilitations using Question Banks generate 34-65% more ideas • More Ideas => Better Solutions
Questions Accelerate the M-Curve and Help Produce Breakthrough Ideas Faster ????????????????? STIMULANTS ??????????????? New Solutions Old Ideas VALUE TIME
What is the Question Banking Methodology? IDENTIFY Sources of Questions COLLECT Questions ORGANIZE Questions IMPROVE Questions APPLY Questions (Questionate to Ideate)
Questions to Ask When Collecting Questions• What are ALL the questions that people might answer in order to address the goal(s), challenge(s) or problem(s)?• What are all the obstacles or challenges that might relate to the goal(s)?• What are the 3-5 MOST IMPORTANT questions that should be asked to address the goal(s)?
Advanced Questions• What do we know?• What don’t we know?• Who knows what we don’t know?• How do we get to know what we don’t know?
Advice for Writing Good Directed Innovation QuestionsUse the PROVOCATION process to get yourself in the right mindset = “PROBLEM STORMING”Checklist to generate your problem statements and questions: Identify & list all attributes & characteristics of the ideal solution Identify current technologies that address achieving each attribute Characterize & list all the attributes, constraints & limitations of current technologies preventing achievement of the ideal attributes Generate open-ended questions in the form of "How might we achieve the IDEAL ATTRIBUTE by applying technology Y to overcome the Limitations & Constraints of technology X ?"
Question Banking TIPS & Checklist• Wordsmith and polish questions• Use www.thesaurus.com• Increase “open-ended” questions (eliminate “yes” or “no” questions)• Replace “can/could/should” with “might” and “may”• Genericise so non-domain experts can engage• Tease out inflection points: conflicts, contradictions and tradeoffs√ Quality Review CHECKLIST Brief and concise Provocative, inviting and inspiring Clear and focused Understandable by variety of people Grammatically correct Functional, action-oriented verbs that describe the desired result or outcome
What are the most important questionsyou should ask and answer to improve innovation performance?
Six Key Questions I keep six honest serving-men. They taught me all I knew; Their names are What and Why and When and How and Where and Who. - Rudyard Kipling Indian-born British writer and poet
Activate to Innovate Questions (Inspired by Rudyard Kipling’s Quote)• Who should know what you learned?• What ideas were valuable?• When will you apply the ideas?• Where will you apply the ideas?• Why are the ideas valuable or important?• How will you share or apply the ideas?
“Don’t Ever Stop Asking Questions” - Albert Einstein
Directed Innovation Workflow • Obtain Senior Management • Conduct Problem1 Sponsorship 4 Storming/Provocation • Select Experienced DI • Generate Question Bank2 Facilitator 5 • Identify High-Value • Select ~20 diverse3 Problem of the Future 6 participants • Use Question Bank to Ideate in pairs in one room 7 • Allocate minimum of 15 minutes/big question • Combine, evaluate, eliminate, distribute Idea Sheets 8 • Generate metrics, mentor innovators, track ideas 9 to closure11/29/2012 36
Inventing RulesDO’s DON’Ts BUILD on others’ ideas Criticize others’ ideas Write down all problems on post-its Vocalize issues to thwart idea attached to ideas for later discussion generation (e.g., prior art) (Opportunities For Invention) Ask exploratory open-ended Use questions as way to criticize questions idea Record all details of your ideas on Work only at high-level (a potentially Idea Recorder to later enhance novel idea may be eliminated later disclosable concepts during Evaluation) Be Tenacious and take the Risk to Be shy or a perfectionist support “wild” ideas Permit Ambiguity and Be Optimistic Project negative non-verbal or verbal behaviors Be Speculative and Idealistic Be too practical or pragmatic (until Evaluation)
Session Name: Gemini Innovation Workshop Idea Sheet Motorola Confidential when CompletedWhat problem are you trying to solve? What is a “working title” or keywords for your innovation?(If working from a list of questions, record the question number.) How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)What is your idea/solution? Idea RecorderInnovator(s) CoreID(s): Suggested Lead: Potential Business Value: Today’s Date: High, Medium, Low, Unknown 4/27/2007
DI lessons learned1. Two Day agenda - infuse with networking and fun!2. Diversity of Thought - Engage global workforce3. Inventor Mentoring4. Assumption Storming • Involve more critical thinkers sooner in the planning & problem storming5. Share and reuse Use Cases & QUESTION BANKS6. PLAN new sessions on low-yield problem areas7. Allocate & prioritize time for idea conversion
Idea Evaluation1. Is the invention aligned with strategic technology areas of value?2. Is the idea NOVEL? Differentiate it from prior art3. WHEN is the idea valuable? Context in which idea demonstrates usefulness?4. WHAT are ALL the problems the idea addresses or solves?5. WHO are ALL the potential USERs or Beneficiaries of the idea?6. HOW did/will we implement the idea? ALL the alternatives.7. What are potential OTHER PROBLEMS that may be identified by implementing the idea?8. WHERE is the idea useful or valuable? Environments, Ecosystems, other related innovations to pair with it to allow it to be leveraged?9. Ask WHY the problem exists and WHY your solution effectively solves the problem – 5 times!10. How might someone WORK AROUND the invention (all the possible ways), and why are none of these alternatives desirable?11. How might we make money from the idea? 1. Are you selling a product, service, license? 2. How much development work (resources and dollars) is needed to realize your product? 3. What is the revenue opportunity over the next 5-7 years? List all the assumptions. Motorola Solutions Inc Intellectual Asset Management 41
Recommended Books for Skills Building Innovate Like Edison: The Success System of America’s Greatest Inventor by Michael Gelb, Sarah Miller Caldicott Think Better: An Innovators Guide to Productive Thinking Conceptual Blockbusting: by Tim Hurson A Guide to Better Ideas by James L. Adams Simplified TRiZ: New Problem-Solving Applications for Engineers & Manufacturing Professionals by Kalevi Rantanen, Ellen Domb Making Questions Work: A Guide to What and How to Ask for Facilitators, Consultants, Managers, Coaches, and Educators by Dorothy Strachan
Q&A“Every END is a new BEGINNING.” Proverb http://www.linkedin.com/in/mariabthompson