Types of Ideation @daniel_egger


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This is a tentative to create a summary of the existing Types of Ideation and has the attempt to be an objective and primarily used as an introduction. If any process is missing, please send us the process or even better, the slides. Thanks for contributing!

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Types of Ideation @daniel_egger

  1. types of ideation ( ersion 0 9)(version 0.9)
  2. Ideation is the process in which new mental models are creation created creation 0 10 1 chaos order (fonte: Jason Theodor)
  3. The traditional i ti Incremental innovation management divides ideas in: Incremental ideas are improvements that create upon the already established context. S b t ti l id d t Substancial Substantial ideas expand or create new adicional value to na existing context Disruptive ideas is the creation of “something” th t t t t Disruptive that creates a new context.
  4. how?how?
  5. A “creative portfolio” is unique for each company and is similar to the art of cooking We haveto the art of cooking. We have several ingredients, only the right dosage and combination of eachdosage and combination of each of them creates the delicious e worthwhile result.o t e esu t
  6. 1st ingredient
  7. Ideation is the process of generation, developmentg , p and communication, transforming insights intransforming insights in things.
  8. venture teams
  9. What are? Ventures teams are teams of specialist with the objective of implementing a chosen b siness plan of an idea Normall thechosen business plan of an idea. Normally the concept has a high potential and could generate possible conflicts with the culture and processes of the Core Company (OldCO).
  10. Wh ? Venture Teams Why? M ilit d f th ti f id• More agility and focus on the execution of ideas • Creation of an alternative culture • Utilization of OldCO resources to establish the new business • Richness of multidisciplinary teamsp y • Agile Project management • Focus on implementation with certain risk of not valorizing new potential ideas Mainly works with internal teams and stakeholders• Mainly works with internal teams and stakeholders • Limited level of experimentation
  11. PProcess Venture Teams Integration of “new branch” in OldCO Execution Idea selected by OldCO; business Team formed by OldCOOldCO; business plan elaborated OldCO Creation of NewCo
  12. innovation tteams
  13. ?What are? I ti tInnovation teams are employees of an organization that work in a predefined functional structure dedicated to inspirefunctional structure dedicated to inspire, collect, create and integrate new ideas and business opportunities.
  14. Wh ? Innovation Teams Why? Cl d fi d l• Clear defined goal • Communicates and reinforces the importance of innovation in the organization • Multidisciplinary teamp y • More free access to information (matrix structure) • Risk of unmotivated teams • Team has high expectation that ideas are implemented and valued • Team members question existing career models• Team members question existing career models • Team often composed by political choice or by employees from stereotyped functions ( “creative people”) • No participation of external stakeholders (customers, not customers, partners, influencers of business)
  15. Process Innovation Teams Ideas presented to company and prioritized by a committee Closed pre defined creative Idea generation defined creative team
  16. kaizenkaizen
  17. What is? KAIZENKAIZEN originated in Japan in the 80’s. It is a process of continuous improvements where the “status quo” is questionedwhere the status-quo is questioned constantly. KAIZEN focus on organizational process and on the individuals who execute it.
  18. h ? KAIZEN Why? • Focuses on incremental improvements to gain productivity• Focuses on incremental improvements to gain productivity • Tangibilization of process and measuring of the output • Importance in improving the people and the process • Focus on the collective and discipline • Goal to increase the individual moral • Often utilizes “suggestion boxes” to collect ideas Not open to experimentation of new processes • Often applied in low growth industriesOften applied in low growth industries
  19. Process KAIZEN KAIZEN philosophy and project planning Ideas are presented and implemented Collective moral boosting and training Generation of (incremental) ideas at Kaizen events andtraining events and “suggestion boxes”
  21. What is? TRIZ started in engineering with the focus on “inventive problem solving”. It presents a systematic approach to provide incentives and apply an algorithmic approach to the invention of new systems, and the refinement of existingy , g ones.
  22. h ? TRIZ Why? • Uses systematic pre-defined model-based technologyUses sys e a c p e de ed ode based ec o ogy • Focuses on solving of dilemmas, trade-offs and problems • Identification of pattern and algorithm to increase problem solving Due to structural approach TRIZ eliminates the need for• Due to structural approach TRIZ eliminates the need for super-creative people and intuition • Certain super simplification of the complex system and naturally focuses on the most practical solution and low risky p • Works with known premises, focuses on collective work and in house staff "experts“ • Deductive reasoning
  23. Process TRIZ Knwon problem, dilema Solution of the specific Definition of problem Generalization Problem solution of the general
  24. brain stormingg
  25. What is? Brainstorming is a group creativity technique to explore the collective creative by fcollecting the maximum quantity of ideas to solve predetermined problems.
  26. h ? brainstorming Why? • Reinforces the importance of innovation in the organization• Reinforces the importance of innovation in the organization • Focus on the quantity (goal) and not necessary on the quality of ideas • Prioritization during the session can limit potential ideas • Cross stimulation between the participating team members • Rules are theoretically clearly defined (equality etc). • Induced predefined initial premises • Internal group with no participation of external stakeholdersInternal group with no participation of external stakeholders • Problem-solving process of a known problem, contexts and circumstance
  27. Process brainstorming Definied problem Prioritization ofPrioritization of ideas and creation of a “top rated list” Definition of the problem Brainstorming
  28. knowledge mangement
  29. What is? knowledge management Knowledge Management comprises a range of strategies and practices fused in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences.g p (source: wikipedia)
  30. h ? knowledge management Why? • Main focus is on capturing data, information to value knowna ocus s o cap u g da a, o a o o a ue o existing experiences and amplify the creation of new knowledge • Generally requires a robust technology infrastructure Mapping of organization information flux and social interaction• Mapping of organization information flux and social interaction • Reduce rework and increase efficiency through the application of good and best practices • Impacts the whole organizationp g • Increases transparency in the organization • Difficulty to prioritize process in the day by day work flow (lack of time, angst, status, mood and career) • Focus on dissemination and seldom on the interpretation and• Focus on dissemination and seldom on the interpretation and appreciation
  31. Process knowledge management Strategic objective IT infrastrucutre Publication Complementation and adjustments Collection of data, information and experiences Review and interpretation
  32. openp innovation
  33. What is? open innovation O I tiOpen Innovation is a movement of the technology industry and focus on the generation of ideas and solutions It utilizes angeneration of ideas and solutions. It utilizes an open environments with the participation of experts and enablers such suppliers, universities and research centers. Open Innovation focuses on “importation” and “exportation” of knowledge as well as patentsp g p to leverage innovation.
  34. h ? open innovation Why? • Access to external expertise• Access to external expertise • Integration of external stakeholders • Reduction of R&D investments • Increases of T2M • Capture new ideas and patents through technology transferCapture new ideas and patents through technology transfer agreements (royalties) • Increases the dynamic between the organization and market • Problem solving with pre-defined premises • Transaction costs can be high (patents intellectual propertyTransaction costs can be high (patents, intellectual property, contracts with partners) • Important to balance the risk of "leakage“ from idea to market versus ability to implement the idea before the competition • Open innovation is an action strategy can be combined with otherOpen innovation is an action strategy can be combined with other tools, like TRIZ to improve the definition of the initial problem
  35. Process open innovation
  36. crowd sourcing
  37. What is? Crowdsourcing is the process of "outsourcing" tasks to a large group of people It as pop lari ed b online platformspeople. It was popularized by online platforms as InnoCentive that manages the distributed problem solving process by promoting contests.
  38. h ? crowdsourcing Why? • Closing the gap between professional and amateurs• Closing the gap between professional and amateurs • Problem solving process • Process for outsourcing jobs and quick access to external knowledge ("collective intelligence") O t it t d i t t d l t k i kl• Opportunity to reduce investment and solve tasks more quickly • Strengthen of ties with the brand • Identification of talents • Depends on the motivation and free time of the crowd • Not always has a financial reward for the participants • Limited contracts and agreements regarding intellectual property • Ideas are filtered by the organization based on the initial defined problem solving premisesp g p • Not necessary boost collaboration • Generally needs a technology platform and infrastructure
  39. Process crowdsourcing Problem Negociation Crowd Idea generation Filtration Prioritizationg
  40. creation
  41. What is? C tiCo-creation is the process of innovation that occurs when diverse internal and external known and yet unknownand external, known and yet unknown stakeholders participate actively in the generation of concepts and ideas, creating a mutual value for all participants.
  42. h ? co creation Why? I t ti f l i t l t l t k h ld• Integration of several internal e external stakeholders • Power to mobilize organizations • Focus on generating concept and quality ideas • Internal idea sales process R d ti f b i f i l t ti• Reduction of barrier for implementation • Reduced market acceptance risk (client, supplier participate in the creation) • Explore incremental as well as breakthrough ideas (questioning premises) • Limited contracts and intellectual property agreements Sh th bl d ti• Shows the same problems as a democratic process • Generation of mutual value • Can be combined with various other processes such as open innovation, crowd sourcing and venture teams P i "it ti "• Process is "iterative" • Ideas are modified during the process
  43. processo cocriação Creation of a new organizational value Employees Stakeholder
  44. business design
  45. What is? Business Design is the creative process related to the configuration, design, d li f f d f ti f b imodeling of form and function of new business concepts. It is usually guided by a strategic intent or purpose to solve a problem.p p p
  46. h ? business design Why? • Integration between analytical and intuitive thinking• Integration between analytical and intuitive thinking • Inductive, deductive and abductive reasoning • Usually managed by a small group of people (designers and design thinkers ") • Immersion into the problem and context • It seeks to create meaning for people • Integration of other contexts • Process is "iterative"Process is iterative • Ideas are modified during the process • Methods of observation, ethnography, prototyping and others to design alternative futures.
  47. Process business design Creation of a new organizational valueorganizational value Team of designers Insights from several stakeholders Idea generation
  48. collaborative reconstruction
  49. What is? C ll b ti R t tiCollaborative Reconstruction is the collaborative process of deconstruction of paradigm paradoxes and realities the searchparadigm, paradoxes and realities, the search for new insights from other contexts and circumstances, the extrapolation of premises and the reconstruction of new concepts and ideas. It valorizes the organization history the current context and future challenges.current context and future challenges.
  50. h ? Collaborative Reconstruction Why? • Creation of new concepts ideas and opportunities• Creation of new concepts, ideas and opportunities • Questioning premises and paradigm • Complex process • Extrapolation, exploration and deconstruction of assumptions • Reconstruction of premises for new ideas and concepts • Integration of internal e external stakeholders in all phases • Process is "iterative" • Ideas are modified during the processIdeas are modified during the process
  51. Process Collaborative Reconstruction Creation of new concepts
  52. D i l EDaniel Egger @daniel_egger