On 7th January 2016 Crafitti was invited to deliver a talk on Dr. Reddy's Labs Innovation day on "ALVIS for Innovation and Decision making" The talk was well received and these slides were used.
Bigdata, Blockchain & Intellectual Property Rights Practice in Industry 4.0 *Patenting Innovations in India in 2019*
Intellectual Property India has seen a non-linear curve since change in patent law post 2005 amendments.
Ask Right Questions to #Askpatentexpert
- How can I get patent in India?
- What is the term of a patent in India?
Is an idea enough to get a patent. Discuss & schedule clarity call with Prity Khastgir. The ball park figure to file a patent is approximately Rs. 55,000 to 66,000. Patenting is intellectual art. If you are serious about business hire a patent agent who is an professional for researching patent internationally, writing patent internationally and filing patent application for your invention internationally.
- What is patent right in India?
-What are the 4 types of intellectual property?
-What is a Blockchain patent in India aka Bharat?
-Can you patent Blockchain technology?
-How long is a patent valid in India?
Patent Prosecution Intelligence Webinar (2019)Patexia Inc.
Â
Adam Novick, Director of Client Solutions at Patexia provides an overview of the 2019 Patent Prosecution Intelligence Report. The webinar covers the following topics: What is in the report? How we Collect and Analyze the Data? Overview of Rankings, Press Kit and Award Badges, How Companies and Law Firms Use this Data? How to leverage your rankings? How to dive deeper into your or competitors data and better understand their business?
CactusCon 2017 - OODA Loop in life & cyber threat intelligenceDave Eilken
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Explanation of John Boyd's OODA Loop for better decision making in life and how we can first take action to gain better visibility with cyber intelligence that will help us make risk decisions.
http://www.cactuscon.com/not-your-grandmas-cti-ooda-loop
"System Modeling" Course - talks are on
Event Relationship Graphs and Petri Nets for dynamic event driven system modeling
at Center for Artificial Intelligence and Robotics (CAIR), DRDO, at Bengaluru, 21st January 2016.
Presentation handout from Shaun Horne (United States) and Trang Thu Nguyen (Vietnam) during the YSEALI Generation Earth Workshop in Siem Reap, Cambodia.
Bigdata, Blockchain & Intellectual Property Rights Practice in Industry 4.0 *Patenting Innovations in India in 2019*
Intellectual Property India has seen a non-linear curve since change in patent law post 2005 amendments.
Ask Right Questions to #Askpatentexpert
- How can I get patent in India?
- What is the term of a patent in India?
Is an idea enough to get a patent. Discuss & schedule clarity call with Prity Khastgir. The ball park figure to file a patent is approximately Rs. 55,000 to 66,000. Patenting is intellectual art. If you are serious about business hire a patent agent who is an professional for researching patent internationally, writing patent internationally and filing patent application for your invention internationally.
- What is patent right in India?
-What are the 4 types of intellectual property?
-What is a Blockchain patent in India aka Bharat?
-Can you patent Blockchain technology?
-How long is a patent valid in India?
Patent Prosecution Intelligence Webinar (2019)Patexia Inc.
Â
Adam Novick, Director of Client Solutions at Patexia provides an overview of the 2019 Patent Prosecution Intelligence Report. The webinar covers the following topics: What is in the report? How we Collect and Analyze the Data? Overview of Rankings, Press Kit and Award Badges, How Companies and Law Firms Use this Data? How to leverage your rankings? How to dive deeper into your or competitors data and better understand their business?
CactusCon 2017 - OODA Loop in life & cyber threat intelligenceDave Eilken
Â
Explanation of John Boyd's OODA Loop for better decision making in life and how we can first take action to gain better visibility with cyber intelligence that will help us make risk decisions.
http://www.cactuscon.com/not-your-grandmas-cti-ooda-loop
"System Modeling" Course - talks are on
Event Relationship Graphs and Petri Nets for dynamic event driven system modeling
at Center for Artificial Intelligence and Robotics (CAIR), DRDO, at Bengaluru, 21st January 2016.
Presentation handout from Shaun Horne (United States) and Trang Thu Nguyen (Vietnam) during the YSEALI Generation Earth Workshop in Siem Reap, Cambodia.
Flow - the secret sauce for business agilitySudipta Lahiri
Â
We discuss how Flow is essential to improving an organization's ability to improve its Agility. We discuss two dimensions of flow - flow of work and people experiencing flow. We discuss some of the impediments for both these dimensions and how one could work through them.
Additional slides to aid the discussion in class about 4IR and CIM 4.0. it is aimed at clarifying some points made in class and adding to the big picture of Industry 4.0.
The Theory of Inventive Problem Solving (TRIZ) is a concept that was developed by the Russian patent officer, Genrich Altshuller Saulowich, in the former USSR in the 50s. The aim of this method was to systematically analyze technical issues, find innovative solutions as well as resolve technical and physical inconsistencies.
For this purpose, experience and knowledge levels are determined through successful innovations, from which forty innovation principles were derived, which form the core of the concept in addition to other methodological tools. These and other tools are used to analyze the problem and to abstract it, to develop ideas, implement them and evaluate in the final step.
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Discuss about Secret invention -> patentability
The principle secret -> build working models -> introduce how to review patentability -> Including 4 legal requirements -> statutory class (focus on class 1: process)
ITCamp 2018 - Peter Leeson - Quantum Butterflies Come From WalesITCamp
Â
Revisiting principles and theories about change management and quality improvement; little causes, big effects; Including references to ancient and modern methodologies, including Kepner-Tregoe, Chaos, Nudge, Cynefin
Change management and quality improvement depend on many factors; this presentation covers Kepner-Tregoe, Cynefin and the complexity factor impacting the difficulties in getting people to change their ways
In this presentation we will explore the successes and failures of established and emerging companies across multiple disciplines and how they organize for innovation. I believe that innovation occurs when you foster ingenuity by enabling employees and develop opportunities with strategic management.
Talk slides from my annual address at the Bio-IT World Expo & Conference where I cover trends, best practices and emerging pain points for life science focused HPC, scientific computing and "research IT"
Email "chris@bioteam.net" if you want a PDF copy of these slides. I've disabled the raw powerpoint download option on slideshare.
Throughout the developed world healthcare systems are creaking and failing to deliver what is expected by ageing and ailing populations. From the richest to the poorest of nations in this group, spend is going up, but failure is not being arrested. Three key mechanisms are the cause: First technology and the resulting advances in medicine are keeping us alive longer; Second the number of people needing care is rising rapidly and so is their individual expectation; Thirdly the dominant mode of death has migrated from a âsimple, sudden, and unexpected eventâ in the 1940/50s to a âprotracted and complex series of physical and mental failure mechanismsâ in the 2000s.
âDeathâs harbinger now moves slowly and very visibly amongst usâ
Spending ever more money and employing ever more people is not the answer! A new model is required where we as individuals leverage all the available resources to take charge of our own health. We have to minimise the risks and be prepared to manage our minds and bodies should a failure mechanism strike. In the same way technology empowered us by affording new skills, facilities and capabilities, it can now lend support to our lives at every stage. But our actions have to be part of a three pronged approach: healthier lifestyles; day-to-day monitoring of vital body functions and regular medical checks; rapid diagnostics and remedial action. The necessary technology enablers are now within the grasp of everyone should they so choose.
The migration of medical facilities, skills, and equipment has always been: Hospital to Health Centre to Doctors Office to Our Bathroom Cabinet. But it was extremely slow! It is now accelerating with some aspects appearing to be in reverse gear! Mobiles, wearables, apps, testers, and on-line facilities often outgun Doctors and Hospitals in their ability to measure and monitor us 24x7 whilst we continue our daily lives. But, the revolution in sensors, genomics, robotics, and more, is about to amplify this trendâŚ
Discusses how to build innovation into business processes after the first 'big idea.' Intended originally for pharmaceutical and life sciences but applicable to other sectors.
For millennia people worked in relative stability with industries sustained by very little change for hundreds of years. Even the industrial revolution saw a high degree of stability after the initial disruption. Mining, foundries, railways, shipping, mills etc employed thousands for a lifetime. This saw the creation of new towns and cities dedicated to major industries and gave rise to the illusion of job security - a notion that persists in many political minds today.
In <50 years that heritage has been swept away by technology and globalisation. The future now belongs to the mobile, the connected, the networkers and the most adaptable. A lifetimes employment in one job in one sector living in one place is rare. Even mining and agriculture are increasingly automated to require fewer people with less muscle and more tech skills. And while the media feature the destruction of jobs and a total takeover by the machines, the empirical evidence shows a growing number of vacancies for the skilled and those educated to adapt to the new needs of an age of robotics and artificial intelligence.
Everybody, every society and country, now face significant challenges in the need to change and adapt to technological advanceâŚ.
â Exactly like Mother Nature and biological evolution, technological evolution shows no compassion and no care - it really is about the survival of the most adaptableâ
Facilitating Collaborative Life Science Research in Commercial & Enterprise E...Chris Dagdigian
Â
This is a talk I put together for a http://www.neren.org/ seminar called "Bridging the Gap: Research Facilitation". Tried to give a biotech/pharma view for a mostly academic audience.
You are a young researcher on your first independent position. What can you do to get your research work funded? How do you frame your work, find the right partners, address the funding body?
Slides from Andreas Zeller's presentation at the New Faculty Symposium at ICSE 2017, Buenos Aires, Argentina.
Scanning to Manage Disruption and Controversy PACITA 2015Wendy Schultz
Â
An overview of horizon scanning for change management that reviews the results of previous scanning projects and presents some innovative software platforms to support futures and foresight research.
Flow - the secret sauce for business agilitySudipta Lahiri
Â
We discuss how Flow is essential to improving an organization's ability to improve its Agility. We discuss two dimensions of flow - flow of work and people experiencing flow. We discuss some of the impediments for both these dimensions and how one could work through them.
Additional slides to aid the discussion in class about 4IR and CIM 4.0. it is aimed at clarifying some points made in class and adding to the big picture of Industry 4.0.
The Theory of Inventive Problem Solving (TRIZ) is a concept that was developed by the Russian patent officer, Genrich Altshuller Saulowich, in the former USSR in the 50s. The aim of this method was to systematically analyze technical issues, find innovative solutions as well as resolve technical and physical inconsistencies.
For this purpose, experience and knowledge levels are determined through successful innovations, from which forty innovation principles were derived, which form the core of the concept in addition to other methodological tools. These and other tools are used to analyze the problem and to abstract it, to develop ideas, implement them and evaluate in the final step.
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
Discuss about Secret invention -> patentability
The principle secret -> build working models -> introduce how to review patentability -> Including 4 legal requirements -> statutory class (focus on class 1: process)
ITCamp 2018 - Peter Leeson - Quantum Butterflies Come From WalesITCamp
Â
Revisiting principles and theories about change management and quality improvement; little causes, big effects; Including references to ancient and modern methodologies, including Kepner-Tregoe, Chaos, Nudge, Cynefin
Change management and quality improvement depend on many factors; this presentation covers Kepner-Tregoe, Cynefin and the complexity factor impacting the difficulties in getting people to change their ways
In this presentation we will explore the successes and failures of established and emerging companies across multiple disciplines and how they organize for innovation. I believe that innovation occurs when you foster ingenuity by enabling employees and develop opportunities with strategic management.
Talk slides from my annual address at the Bio-IT World Expo & Conference where I cover trends, best practices and emerging pain points for life science focused HPC, scientific computing and "research IT"
Email "chris@bioteam.net" if you want a PDF copy of these slides. I've disabled the raw powerpoint download option on slideshare.
Throughout the developed world healthcare systems are creaking and failing to deliver what is expected by ageing and ailing populations. From the richest to the poorest of nations in this group, spend is going up, but failure is not being arrested. Three key mechanisms are the cause: First technology and the resulting advances in medicine are keeping us alive longer; Second the number of people needing care is rising rapidly and so is their individual expectation; Thirdly the dominant mode of death has migrated from a âsimple, sudden, and unexpected eventâ in the 1940/50s to a âprotracted and complex series of physical and mental failure mechanismsâ in the 2000s.
âDeathâs harbinger now moves slowly and very visibly amongst usâ
Spending ever more money and employing ever more people is not the answer! A new model is required where we as individuals leverage all the available resources to take charge of our own health. We have to minimise the risks and be prepared to manage our minds and bodies should a failure mechanism strike. In the same way technology empowered us by affording new skills, facilities and capabilities, it can now lend support to our lives at every stage. But our actions have to be part of a three pronged approach: healthier lifestyles; day-to-day monitoring of vital body functions and regular medical checks; rapid diagnostics and remedial action. The necessary technology enablers are now within the grasp of everyone should they so choose.
The migration of medical facilities, skills, and equipment has always been: Hospital to Health Centre to Doctors Office to Our Bathroom Cabinet. But it was extremely slow! It is now accelerating with some aspects appearing to be in reverse gear! Mobiles, wearables, apps, testers, and on-line facilities often outgun Doctors and Hospitals in their ability to measure and monitor us 24x7 whilst we continue our daily lives. But, the revolution in sensors, genomics, robotics, and more, is about to amplify this trendâŚ
Discusses how to build innovation into business processes after the first 'big idea.' Intended originally for pharmaceutical and life sciences but applicable to other sectors.
For millennia people worked in relative stability with industries sustained by very little change for hundreds of years. Even the industrial revolution saw a high degree of stability after the initial disruption. Mining, foundries, railways, shipping, mills etc employed thousands for a lifetime. This saw the creation of new towns and cities dedicated to major industries and gave rise to the illusion of job security - a notion that persists in many political minds today.
In <50 years that heritage has been swept away by technology and globalisation. The future now belongs to the mobile, the connected, the networkers and the most adaptable. A lifetimes employment in one job in one sector living in one place is rare. Even mining and agriculture are increasingly automated to require fewer people with less muscle and more tech skills. And while the media feature the destruction of jobs and a total takeover by the machines, the empirical evidence shows a growing number of vacancies for the skilled and those educated to adapt to the new needs of an age of robotics and artificial intelligence.
Everybody, every society and country, now face significant challenges in the need to change and adapt to technological advanceâŚ.
â Exactly like Mother Nature and biological evolution, technological evolution shows no compassion and no care - it really is about the survival of the most adaptableâ
Facilitating Collaborative Life Science Research in Commercial & Enterprise E...Chris Dagdigian
Â
This is a talk I put together for a http://www.neren.org/ seminar called "Bridging the Gap: Research Facilitation". Tried to give a biotech/pharma view for a mostly academic audience.
You are a young researcher on your first independent position. What can you do to get your research work funded? How do you frame your work, find the right partners, address the funding body?
Slides from Andreas Zeller's presentation at the New Faculty Symposium at ICSE 2017, Buenos Aires, Argentina.
Scanning to Manage Disruption and Controversy PACITA 2015Wendy Schultz
Â
An overview of horizon scanning for change management that reviews the results of previous scanning projects and presents some innovative software platforms to support futures and foresight research.
Forms of government based on persons exercising powers, extent of powers exercised by central of national government, and relationship of executive and legislative branch.
Questa è la presentazione utilizzata per l'avvio delle attività della commissione innovazione e tecnologie dell'Ordine degli Ingegneri della Provincia di Roma.
In essa è stata definita l'innovazione e le relative finalità nell'ambito di un'organizzazione.
Successivamente è stato introdotto il modello di business, essenziale per attuare una strategia competitiva, e il processo da seguire per definirlo.
Viene inoltre messo in evidenza l'obiettivo che è alla base dell'ideazione di ogni prodotto o servizio di successo, concludendo con delle considerazioni sulla filosofia dell'innovazione.
The four pillars of Lean Enterprise ExecutionMarco Tedone
Â
In this presentation, Marco Tedone and John Ferguson Smart present the four pillars of Lean Enterprise Execution. This deck was presented at our first London Lean Enterprise Meetup event.
For all human history, mankind has looked for "innovative" new answers to new problems. We have conquered, constructed, created and made more and more to satisfy our needs. But this approach just can't last. It's just simply not the most sustainable or efficient way of problem-solving. Instead of looking outwards for the answers we believe it's time to look within. It's time to "innervate": to be more creative with the untapped psychological power of all that exists.
How to invent and innovate as an individual, employee, or corporationTal Lavian Ph.D.
Â
In a given company, ~1% of employees produce 99% of patents.
Thus, individuals who have mastered the skill of inventing and patenting are incredibly valuable!
Regardless of the myths, innovation is a learn-able skill.
How can we become inventors?
How can we produce inventions as employees?
How can we encourage inventions as business owners?
I address each of these questions in this presentation, referencing useful books on the subject as well as my own experience as Technical Chair of the Patent Committee for Nortel Networksâ EDN as well as being named inventor on over 80 patents issued and pending.
How does mindfulness keep your organization's business model relevant today in your marketplace? How mindful are you in managing your energy and those of your team in keeping them motivated to perform in these times of acceleration? How do you empower your people to be mindfully engaged in updating their skills and capabilities and applying these with business impact? How do you mindfully measure behaviour shifts that affect key business metrics? Shift your lens on mindfulness in your business, and see the difference.
Evolving TRIZ for the Sixth Wave of InnovationNavneet Bhushan
Â
We have already entered or are entering the Sixth wave of Innovation by the year 2020. The current ongoing fifth wave of innovation started in 1990. It was driven by digital networks, software and new media, and is rapidly giving birth to the new wave. This new wave of innovation, we propose will be driven by (a) Networked, Autonomous and Hypersonic â Things, (b) Algorithmic intelligence and (c) Synthesized â Biology, Energy and Reality. However, our methods of thinking and inventing need to evolve in the sixth wave of innovation. TRIZ, that was developed during the 4th wave of innovation (1950-1990) driven by petrochemicals, electronics and aviation, missed its evolution journey in the fifth wave (current wave) that is about to give way to the sixth wave. TRIZ need to evolve by discovering new laws of system evolution and utilizing the âinventive energyâ available from the previous five waves of innovation. This talk proposes evolving TRIZ through new laws of system evolution and new tools of System-Function Interactions so that it increases the inventive energy in the sixth wave of innovation.
From Knowledge to Value: Unfolding the Innovation Cube
Edited by: Ron Dvir, Edna Pasher, Norman Roth
Illustrations by Arye Dvir
From Knowledge to Value: Unfolding the Innovation Cube is a unique journey into the complex and challenging world of a critical core competence in organisations: New Product Development.
The book is the culmination of the New-use and Innovation Management and Measurement Methodology for R&D (NIMCube) project, reflecting the collaboration of experts from 6 countries. The NIMCube consortium was formed in 2000 to develop a methodology and supporting software for effective and efficient innovation management in organisations.
The book conceptually clarifies the 6 facets of innovation:
The Reuse of exiting knowledge
The Invention of new knowledge
The Stakeholders contribution
The bottom line Performance of New Product Development
The Exploitation of the new product
The Ecology where it all happens
The book offers a comprehensive set of tools to improve New Product Development performance in organisations, to speed up innovation processes, and to create value from new ideas - fast. It presents a unique Performance Management System that was developed as a concrete infrastructure for innovation management and measurement.
Detailed descriptions of real case studies enrich the concepts and make the complex and intangible ideas come alive.
Six thinkers and practitioners, who are at the cutting edge of knowledge management and innovation management, present their perspectives on the issues raised in the book.
The lively illustrations that enrich the insights in the text reflect the consortiumâs philosophy that visualisation is an effective method of conveying and absorbing new ideas.
Come flying on Divergence Airways with Mike Biggs -"We always land"Mike Biggs GAICD
Â
This talk takes you on a journey to understand what a 'discovery' period in your design and tech project currently looks like, through to what it could be.
Spoiler: It can be so much more, but you need to be prescriptive in the way you put together your team, and let go when you're going through the process. Oh and make specific time for non-specific things to happen.
Similar to ALVIS for Innovation and Decision Making (20)
Inventing new solutions for assisting access for missing or lost ability - A view in Digital Era. A presentation made at NLSIU Bangalore on a presentation by MHRD chair on IPR on 23 April 2011
EXPLORING MULTIPLE ENERGY FUTURES Using Patent Trends, TRIZ, Scenario Writing...Navneet Bhushan
Â
Despite many technological advances, human race has continued to rely on fossil fuels for its expanding energy consumption, thus depleting these precious resources at much faster rates than they are replenished. There is a need to describe, imagine and explore possible energy futures that we are facing in next 20 years or so. This paper use a new integrated approach which combines scenario planning and studies of patent trends in specific domains and combine them with the Theory of Inventive Problem Solving (TRIZ). This integrated approach results in much more comprehensive and robust scenarios. The resulting scenarios are explored to determine new possibilities for our energy needs. The scope of research into energy efficient mechanisms (both present and future) is then prioritized in each scenario. This is carried out using a combination of Analytic Hierarchy Process (AHP). The comprehensive multi-dimensional and multi-perspective (MDMP) methodology proposed in this paper using well-established scientific methods results in exploration of multiple energy futures thus creating more robust solution directions.
Coming up with new strategies to achieve a particular objective involves high degree of creativity and balanced judgement. It requires an innate ability to look into the future, remarkable far sightedness and ability to balance various parameters which may change in future. Understanding the future and taking care of all parameters in the uncertain future to come up with a rational strategy for achieving an objective is a difficult task. This task can not be carried out in an ad-hoc manner based only on somebodyâs experience, intuition and judgement particularly if the stakes of a particular choice of strategy are extremely high and a wrong or poor strategic choice may lead to disastrous effects later on.
The Crisis Gaming Methodology provides a framework for to explore future situations and to create strategies on a rational basis
Crafitti started in India in June 2008 as an innovation research and consulting startup. This presentation was made at Nepal Engineers Association on 11th October 2014 to describe our learning and experiences.
How to invent strong a framework navneet bhushanNavneet Bhushan
Â
Abstract: One of the most important outputs of human mind has been continuous stream of inventions over many eras of civilization. However, human mind has been inventing using what is called âtrial and errorâ methods on its evolutionary journey. As our world becomes more complex, inventing through trial and error is unsustainable. Theory of Inventive problem solving (TRIZ in Russian acronym) has been developed through analysis of patents describing the logic of inventions. It categorized the inventions into five increasing levels of inventiveness based on sources of solutions and the quantum of change they created compared to existing systems. In this paper, we describe set of tools for thinking to invent strong, i.e., to invent at level 3 and above of TRIZ five levels. Thinking about new operating principles to deliver the functions, making the existing systems closer to an ideal system and resolving deeply embedded conflict in the system called physical contradiction are the key elements from TRIZ that we have included in the framework for invent strong. Three real case studies- for cracking of hydrocarbons, improving the digestive abilities of the cattle and choosing the stronger paths using Analytic Hierarchy Process (AHP) to invent â are described to give a flavor of how the invent strong framework can be applied. We propose using TRIZ for inventing strong is essential need of the world as it becomes more complex and requires stronger innovative solutions quickly. The human mind has to quickly learn to adapt to inventing strong. The how to invent strong framework described in this paper with its associated tools has proven to be an effective method to generate novel solutions and can be utilized for application in multiple fields.
PATENTS IN TECHNOLOGY ACQUISITION - DO WE KNOW WHAT WE ARE SAYING?Navneet Bhushan
Â
Technology Acquisition is interlinked strongly with patents. India and specifically Indian SMEs are facing patent threats. It is not Technology Acquisition but technology enforcement that is becoming the norm. The Achilles heel of technology business continues to be Patent Valuation. Crafitti's MDMP patent valuation is a must explore methodology.
After the Second World War, Altshuller, a patent officer in the Soviet Navy, started a systematic study of patents â
his aim was to find out what makes a successful invention!
Can there be an algorithm for inventing?
His expedition culminated in TRIZ,
dispelling some innovation myths along the way . . .
My Field is Unique
Experts know Best
Systems Evolve Randomly
Innovation is the search for the Optimal Solution
Crafitti Consulting Private Limited (Crafitti) has developed on the TRIZ way of doing problem solving, patent analysis, and breakthrough concepts development by reinforcing TRIZ with other techniques to build powerful frameworks for Inventing, problem solving and innovation. We offer a unique service for Empowering an Enterprise with TRIZ.
IT Services Bid Management Enabling FrameworkNavneet Bhushan
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The Need: Bidding for IT/ITeS services is a highly context sensitive activity fraught with many uncertainties and impacted by multiple imponderables. Managing an IT/ITeS bid involves multiple stakeholders and skills. The aim of dedicated bid managers is typically to carry out high number of bids in a specific time period and increase the win/bid ratio. However, due to increasing number of bids and the amount of information needed from multiple experts or stakeholders to organize a response for a bid, it is a challenge for the bid manager to organize high quality response to the customer needs in the compressed time lines that invariably creeps in despite the best intentions. This impacts the overall quality of the bid response and in fact impacts the win-bid ratio to a considerable extent. There is a need to ease the task of bid managers to generate responses to a large number of bids where each bid has its specific peculiarities and each bid may require multiple mix and match of existing services that The IT Company provides.
Crafitti's (http://www.crafitti.com) methodology for Patent Valuation using TRIZ, Social Value Analysis, Scenario Planning and Analytic Hierarchy Process (AHP) - A Unique methodology called - Multi-Dimensional Multi-perspective Methodology
Lean Inventive Systems Thinking - Why, What and HowNavneet Bhushan
Â
LEAN INVENTIVE SYSTEMS THINKING (LIST) â A framework for transformation through innovation ignition
The globe is being re-engineered rapidly. Our businesses of today are not what they used to be even a decade back. Our existing methods of thinking â based on analytic and logical methods developed over last couple of centuries are suddenly looking in-effective in the new world of increasing globalization, increasing complexity and unprecedented pace.
The problem solver is in a complex web of decision dependencies and fuzzy end of decision complexity. This session gives a comprehensive exposition to Crafittiâs Lean Inventive Systems Thinking (LIST) framework developed after successful experimentation in multiple domains. This is a potent framework for collective problem solving using three key thinking dimensions â these are Lean Thinking, Inventive or Design thinking and Systems Thinking. It has already proved its worth in designing new products and services, improving overall productivity, reducing cycle time, designing relevant solutions needed by customers, generating Patentable Inventions and minimizing stress on the employees. Some of these cases will be shared in the workshop.
The workshop will provide exposure to some of the known LIST techniques such as
⢠Design Structure Matrix (DSM),
⢠Analytic Hierarchy Process (AHP),
⢠Theory of Inventive Problem Solving (TRIZ),
⢠Lean Product Development - Set-based concurrent engineering (SBCE),
⢠Value Stream Mapping (VSM)
Delegates will also be exposed to some of the new techniques developed by us, such as
⢠System Complexity Estimator (SCE),
⢠System Change Impact Model (SCIM),
⢠Project Cacophony,
⢠Decision Dependency Matrices (DDMâs)
Wisdom of crowds and AHP for Rural eGovernanceNavneet Bhushan
Â
A Decision Framework for Rural e-Governance Initiatives combining
The Wisdom of Crowds with the Analytic Hierarchy Process (AHP) - The presentation made @ IIPA, Delhi, RReG Round Table - 16-17 September 2010
National Institute of Design conducted a day long workshop - the fourth in the series - on Design Protection. I made a presentation of IP regimes for innovator/designer. It indeed was a an interesting experience to interact with design community in Delhi area.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
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Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Putting the SPARK into Virtual Training.pptxCynthia Clay
Â
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Â
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Â
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
Â
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Â
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.đ¤Ż
We will dig deeper into:
1. How to capture video testimonials that convert from your audience đĽ
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Congratulations and Thank YOU
February 9, 2016Š Crafitti Consulting Private Ltd. 2
Discover, Invent âŚ
and then Make in
India
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OK! ⌠Fine ⌠But HOW to Invent?
ALVIS for Innovation and Decision Making
(a) Why Innovation Attempts Fail?
(b) ALVIS Thinking (Analytical Logical Value Inventive and Systems thinking)
(b) See Observe Understand and Live (SOUL)
(c) Scenario Planning with System operators
(d) ALVIS for new Concept creation
(e) CRAFT (communicate relate allow follow-up turn-around)
(f) Designing an innovative organization
(g) Conclusions and Q&A
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INNOVATION
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CREATING SUCCESSFUL CHANGE THROUGH IDEAS
(PURPOSEFUL)
⢠Create/Craft -> ~IDEAS/Change with/for a Purpose -> Make it Successful
Why âInnovation Attemptsâ
Fail? ~ We do it the other way
⢠Will it Succeed?
⢠Apply only those solutions that will
succeed
⢠Superimpose the âsuccessfulâ solution â
Patch work â most of the times the
system gets worse!
Success Anxiety =
Innovation Stress
Generating
âStrong Ideasâ
⢠INVENTING
Making âStrong
Choicesâ
⢠DECISION
MAKING
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⢠One discipline only /
Not outside our
specialty / Looking for
Solutions where we
feel comfortable
⢠Result of life
experiences / Cultural
Backgrounds
⢠âThis is the way weâve
always done itâ
syndrome
The main âInnovation Killerâ â
Psychological Inertia
Main sources of Psychological Inertia:
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Industrial "Success" Curve
0
1
2
3
4
0 1 2 3 4 5 6 7 8
Stage of NPD process
Log10ofNumberofIdeas
3000 Raw Ideas (unwritten)
300 Ideas Submitted
125 Small Projects
9 Significant Developments
4 Major Developments
1.7 Launches I Success
Stevens and Burley â
Research and Technology
Management May 1997.
How many IDEAS are needed?
In 1997 - 3000 Raw
Ideas = 1 Successful
Product!
TODAY (2016)
We need more âmany more
- ideas? Non-Obvious Ideas!
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How to get NON-OBVIOUS IDEAS â System
of Innovation instead of âTrial and Errorâ
How to Get Non-Obvious
Ideas?
â˘Perseverance, Patience, Burning
your hands â sometimes burning
yourself as well (Trial and Error,
Randomness, Serendipitous,
(Archimedes âEurekaâ Moments),
Edisonâs search for âneedle in the
haystackâ â one hay fiber a time !
In 1997 - 3000 Raw
Ideas = 1 Successful
Product!
TODAY (2016)
We need more âmany more
- ideas? Non-Obvious Ideas!
OR âŚ. Create a System of
Innovation
â˘Systematically search for ways of
overcoming barriers â by getting
relevant knowledge, getting the
mind to relevant psychological
state, Exploring systematic
âneededâ change, Integrative
thinking
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Plan-Do-Check-Act (PDCA) â Demingâs
Perseverance, Patience, Burning your hands â sometimes
burning yourself as well (Trial and Error, Randomness,
Serendipitous, (Archimedes âEurekaâ Moments), Edisonâs
search for âneedle in the haystackâ â one hay fiber a time !
Analytical
Thinking (Divide
complexity into
multiple solvable
problems )
Logical
Thinking
(Informal and Formal
Reasoning)
Check it
PLAN
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INVENTION and âMethod of INVENTINGâ
9
⢠New and Non-obvious Technical
Solution to a Problem (Patent Law)
â New (Novel) in the whole world?
â Non-obvious (there is an
inventive step)
â Technical solution (âtechneâ,
Greek for "art, skill, cunning of
handâ)
â Problem (usually a conflict,
contradiction or change)
⢠Our method of Inventing
TRIAL and ERROR
⢠INEFFICIENT PROCESS
⢠TIME CONSUMING
⢠RANDOM
⢠LEAVING IT TO
SERENDIPITOUS INSIGHT IN
THE MIND â ARCHIMEDES
EUREKA MOMENTS
⢠IDEAS COME TO PREPARED
MINDS
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An Integrated Approach â ALVIS THINKING
ALVIS
Value Thinking
(Minimize Waste â
Maximize Value)
Inventive
Thinking
(Ideality â Functions
â Resources)
Systems
Thinking
(Holistic Approach
â Exploring
Complexity)
February 9, 201610
Analytical
Thinking (Divide
complexity into
multiple solvable
problems )
Logical
Thinking
(Informal and
Formal Reasoning)
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IDEATE
EMPOWER
EXPLORE
CRAFTING
NEW
CHOICES
SEE
OBSERVE
UNDERSTAND
LIVE
REACH TO
THE SOUL OF
THE SYSTEM
ANALYTICAL LOGICAL
VALUE INVENTIVE
SYSTEMS
INTEGRATED
FIVE
DIMENSIONAL
THINKING
CRAFT THE CHANGE
Communicate Relate Allow
Follow-
Up
Turn -
Around
Crafittiâs Framework for
Innovation
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Value Thinking
âCustomer Value : The perceived worth of the set of benefits received by a
customer in exchange for the total cost of the offering, taking into
consideration available competitive offerings and pricingsâ
Source: Fundamentals of Customer value â Prof Mohanbir Sawhney Kellog School of Management
A Need to craft a
Framework for
Defining and
Measuring Customer
Value
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TRIZ â Inventive Problem Solving by
Altshuller
Teoriya Resheniya Izobreatatelskikh Zadatch⢠1946 Patent
Officer in Russian
Navy
⢠Discovered
patterns in
patents,
published paper.
Sent to Gulag
⢠1954 released,
analysed
2,500,000 patents
⢠Identified what
makes a
successful patent
⢠1956-1985 TRIZ
formulated
⢠Same Problems and Solutions appear repeatedly in different
industries (Myth: My field is Unique )
⢠There are a series of recognizable evolution paths for all technical
systems (Myth: Evolution is Completely Random)
⢠Innovative solutions used theories outside their own area/industry
(Myth: Innovation happens through Deeper Knowledge)
⢠The most powerful solutions uncover and eliminate contradictions
(Myth: Optimization is the Focus)
TRIZ itself does not solve problems.
Problems are solved by
people. TRIZ is a theory for
solving problems based on
empirical analysis
Inventive Thinking
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TRIZ - 5 Levels of Invention
15
Increasing
Strength
Strong
Inventions â
Level 3 to
Level 5
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SYSTEM AND FUNCTION
16
⢠System - from fundamental principles point of view
â set of elements working together to achieve an
objective or perform a function.
â set of elements (Energy-matter organized in space-time) working together
(exchanging energy and information) to achieve an objective or perform a
function (Create Change - in Matter, Energy and Information in Space-
time).
⢠When the system is achieved by thought and
consciousness we make systems artificial â A
TECHNICAL SYSTEM
System
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SYSTEMS EVOLVES TOWARDS IDEALITY
17
⢠Altshuller was the first to realize that the direction of progress,
or technical evolution, is defined by increasing the ideality
level
⢠An Ideal system does not exist, but all of its functions are
fulfilled at the right time and at the right place â without
energy, substance, or other resources, and without any ill
effects.
Ideality provides an overall starting
point for thinking â rather than
searching in the current âmessâ
Searching for a needle
in a Haystack!
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TRIZ LAWS OF SYSTEM EVOLUTION
18
Paths to IDEALITY
1. Law of Increasing
Degree of Ideality -
Increasing Ratio ->
Benefits/Harm (cost)
2. Law of Non-uniform
evolution of subsystems ->
Leads to System Conflicts
Trial and Error
⢠Technical
Contradictions
⢠Physical
Contradictions
⢠Administrative
Contradictions
⢠Inventive Principles
⢠Separation
Principles
3. Law of
Transition to
a higher
Level system
-> from
simple to
more
complex
4. Law of
Increasing
dynamism
(flexibility)
-> More
adaptable to
change
5. Law of Transition to
micro-level
-> Increasing
fragmentation
6. Law of Completeness
-> Gradual Elimination
of Human Component
7. Law of Shortening of
Energy Flow Path ->
Reduction in
Energy/Info
transformation stages
8. Law of Increasing
controllability ->
Evolution of controlled
interactions of system
elements
9. Law of Harmonization of rhythms -> Synchronization of
natural frequencies of elements
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Case Study: Patent Analysis and New Concept
Generation â using TRIZ
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Mapping the Patent to TRIZ Lines of System
Evolution â Finding Further Invention Potential
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Invention
Potential
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Ideation â using progression on Lines of
Evolution
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Mapping US 7271193
to TRIZ - 5 Levels of Inventions
February 9, 2016Š Crafitti Consulting Private Ltd. 22
⢠Is between LEVEL 1
and LEVEL 2
Invention
⢠How to Make the
invention
Stronger?
â TRY to Find the
Technical
Contradictions
and unresolved
Physical
contradiction in
the System
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TRIZ found 39 system parameters and 40
Inventive Principles - An Inventive problem
is defined as a contradiction
February 9, 2016Š Crafitti Consulting Private Ltd. 23
21. Skipping
22. âBlessing in Disguiseâ
23. Feedback
24. Intermediary
25. Self-Service
26. Copying
27. Cheap/Short Living
28. Mechanics
Substitution
29. Pneumatics and
Hydraulics
30. Flexible Shells/Thin
Films
31. Porous Materials
32. Colour Changes
33. Homogeneity
34. Discarding and
Recovering
35. Parameter Changes
36. Phase Transitions
37. Thermal Expansion
38. Strong Oxidants
39. Inert Atmosphere
40. Composite Materials
1. Segmentation
2. Extraction
3. Local Quality
4. Asymmetry
5. Combination
6. Universality
7. âNested Dollâ
8. Counterweight
9. Prior Counter-Action
10. Prior Action
11. Prior Cushioning
12. Equi-potentiality
13. âThe Other Way
Roundâ
14. Spheroidality
15. Dynamics
16. Partial or Excessive
Action
17. Another Dimension
18. Mechanical
Vibration
19. Periodic Action
20. Continuity of Useful
Action
Organized as a
contradiction
matrix
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TRIZ Way of Analyzing a Patent for Finding out
Strength and Inventive Principles
The state of art CDK inhibitor development is facing two challenges (subject matter
of US 7271193)
⢠improving potency of inhibitor
⢠improving specificity of inhibitor
February 9, 2016Š Crafitti Consulting Private Ltd. 24
Key Contradictions in problem stated prior art of
US 7271193
FORCE vs. ACCURACY
Force is the generic definition of the âbinding forceâ or âaffinityâ between an
inhibitor and the enzyme (CDK). It denotes the strength of interactions between
the enzyme and inhibitors.
Accuracy defines the âspecificityâ challenges faced during an inhibitor design.
The two conflicting parameters can be resolved by applying the âinventive
principleâ. Application of contradiction matrix results in the following inventive
principles as triggers for further improvement-3, 35, 13, and 21.
Other Key Contradictions that can be explored
FORCE vs. HARMFUL EFFECTS
AMOUNT OF SUBSTANCE vs. ACCURACY
STABILITY OF OBJECTS vs. OBJECT GENERATED HARMFUL EFFECTS
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Inventive Principles as Triggers for Ideation
Inventive Principle (3) Local quality
Change an object's structure from uniform to non-uniform, change an external environment (or
external influence) from uniform to non-uniform.
- Use a temperature, density, or pressure gradient instead of constant temperature, density or
pressure. This can give us the clue as to how to improve the existing inhibitors by employing the
density gradient letâs say of charges, during designing the nucleophilic regions in the inhibitors.
Make each part of an object function in conditions most suitable for its operation. Make each part
of an object fulfil a different and useful function.
- Inhibitor has two parts with one, it should bind strongly to the enzyme via its ATP binding pocket,
and the second part is designed so that the chemical groups are able to reach residues outside of
the ATP binding sites(1). Another way of looking at it is to design bi-substrate analogue(2).
References
(1) The AAPS Journal 2006; 8 (1) Article 25 ;Selectivity and Potency of Cyclin-dependent Kinase Inhibitors; Jayalakshmi Sridhar ,1
Nagaraju Akula, 1 and Nagarajan Pattabiraman.
(2) Nature Structural Biology , volume 8 number 1,2001,Mechanism-based design of a protein kinase inhibitor; Keykavous Parang, et
al.
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FINDING AND RESOLVING THE PHYSICAL
CONTRADICTION
⢠The physical contradiction which need to be resolved is inhibitor present and
inhibitor absent at the same time.
This physical contradiction can be resolved by âseparation in spaceâ
â Where do I want inhibitor to be present: at the site of cdk4
â Where do I want inhibitor to be absent: at the site of cdk2
⢠Inventive Principles recommended
â Segmentation
â Taking out
â Local quality
â Another dimension
â Other way round
â Curvature
â Asymmetry
â Nested doll
â Flexible shells/thin films
â Intermediary
â Copying
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Exploring Futures â Crafittiâs Multi-Dimensional
Multi-Perspective Methodology â 4 Steps
1. Write MULTIPLE FUTURE
SCENARIOS ( PESTEL - Political ,
Economic, Social, Technological,
ecological and legal trends)
2. EXPLORE TECHNOLOGY TRENDS
(PATENTS) â EXTRAPOLATE IF
POSSIBLE
3. IMAGINE And FORECAST FUTURE
POSSIBILITIES (Identify PONs
generate conceptual solutions
Thought Experiments, Theory of
Inventive Problem Solving -TRIZ)
4. PLAY OUT PATENTS TRENDS and
TRIZ POSSIBILITIES in FUTURE
SCENARIOS and EVALUATE USING
Analytic Hierarchy Process (AHP)
February 9, 2016Š Crafitti Consulting Private Ltd. 27
Explaining the methodology through a case study
presented at a paper at ISFL 2010 conference in Delhi.
Write future scenarios
(world in 2025)
PESTEL
trends
Technology
Trends (Patents)
Conceptualize
future
possibilities
Patent
landscaping
TRIZ Laws
of Evolution
Play
Possibilities
in Scenarios
AHP
PONs â Problems,
Opportunities and
Needs
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Four Future Scenarios â ENERGY OF INDIA
Perspective
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SCENARIO Shell Scenarios WEC Study WEF Study
Holistic Organized
Systemic Empowerment
(HOSE)
Blueprints LION Pahale
Bharat
Specific Adaptive Modular
Enhancement (SAME)
Scramble GIRAFFE Atakata
Bharat
Specific Organized
Reactive Enhancement
(SORE)
Scramble LEOPARD Atakata
Bharat
Holistic Organized
Modular Engagement
(HOME)
Blueprints ELEPHANT Pahale
Bharat
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IDEATION PROCESS âŚ
⢠GENERATES 100âs of RAW IDEAS
⢠THESE RAW IDEAS ARE CLUSTERED INTO CONCEPTS
February 9, 201629
Number of Ideas required to create a concept on an average is about 7 with the estimated standard
deviation to be 7. However, this is after eliminating 30% generic ideas. Also if we generate about 27
ideas on an average we have found we can have a new concept. Also when we combine this information
with the 1997 paper â 3000 raw ideas are needed to create a successful product â we need about 100
concepts to create a successful product.
Maximum 27 Raw Ideas will ensure a Concept
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Analytic Hierarchy Process
ď Similar to Decision Matrix
approach but allows a
wider range of values in
comparison of alternatives
ď Developed by T.L. Saaty
(1980)
Bhushan N. and Rai K.,
Strategic Decision
Making â Applying the
Analytic Hierarchy
Process, Springer, 2004
Google Scholar
359 International Citations of the
book â Defence, Medical,
Pharma, Software, Quality,
Manufacturing, Governance
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Analytic Hierarchy Process is a Multi-Criteria
Decision Analysis Technique
February 9, 2016Š Crafitti Consulting Private Ltd. 31
SCENARIOS Strategy Expert 1 Expert 2 Expert 3
Geo
Mean
Relative
Value of
Strategy
EnergyNets 0.453 0.524 0.476 0.484 0.485
Live Energy 0.037 0.050 0.054 0.046 0.046
Multi-Energy 0.234 0.191 0.197 0.207 0.207
Drop Energy 0.061 0.051 0.056 0.056 0.056
Modular Energy 0.215 0.185 0.216 0.204 0.205
EnergyNets 0.055 0.039 0.053 0.048 0.051
Live Energy 0.087 0.346 0.202 0.183 0.193
Multi-Energy 0.196 0.126 0.130 0.148 0.156
Drop Energy 0.296 0.290 0.196 0.256 0.270
Modular Energy 0.367 0.199 0.419 0.312 0.330
EnergyNets 0.035 0.038 0.041 0.038 0.043
Live Energy 0.275 0.136 0.155 0.180 0.203
Multi-Energy 0.176 0.345 0.148 0.208 0.235
Drop Energy 0.444 0.136 0.229 0.240 0.272
Modular Energy 0.070 0.345 0.427 0.218 0.247
EnergyNets 0.454 0.472 0.574 0.497 0.504
Live Energy 0.033 0.049 0.046 0.042 0.043
Multi-Energy 0.222 0.146 0.150 0.169 0.171
Drop Energy 0.070 0.135 0.080 0.091 0.092
Modular Energy 0.222 0.197 0.150 0.187 0.190
Holistic Organized
Systemic
Empowerment
(HOSE)
Specific Adaptive
Modular
Enhancement (SAME)
Specific Organized
Reactive
Enhancement (SORE)
Holistic Organized
Modular Engagement
(HOME)
0.00
0.10
0.20
0.30
0.40
0.50
Energy Nets
Live Energy
Multi-EnergyDrop Energy
Modular Energy
Holistic OrganizedSystemic Empowerment
(HOSE)
0.00
0.10
0.20
0.30
0.40
EnergyNets
Live Energy
Multi-EnergyDropEnergy
Modular Energy
Specific Adaptive Modular Enhancement
(SAME)
0.00
0.10
0.20
0.30
Energy Nets
Live Energy
Multi-EnergyDrop Energy
Modular Energy
Specific Organized Reactive Enhancement
(SORE)
0.00
0.10
0.20
0.30
0.40
0.50
0.60
Energy Nets
Live Energy
Multi-EnergyDrop Energy
Modular Energy
Holistic Organized Modular Engagement
(HOME)
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Problems Opportunities Needs (PONs)
⢠NEED
â Basic needs (human)
â Functional (utility)
â Emotional
â Aspirations
â Desires
â Value (arbitrary,
personal, Variable,
cultural, range of
possibilities)
February 9, 2016Š Crafitti Consulting Private Ltd. 32
⢠OPPORTUNITY
â A situation that presents itself
to âmove-upâ from âfulfilling
some needâ and/or âgaining
better or more valueâ
â It can be created in a dynamic
situation
â It can have timeliness to it
(window of opportunity)
â It may have strategic,
operational or tactical levels
⢠PROBLEMS
â To meet the Need and Capture opportunities there may be
problems
â Routine, Non-Routine, âinventiveâ problems
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PROBLEM
SOLUTION (S)
Routine problems â All Critical Steps to a
solution are known â Standardized/Automate
CRITICAL STEPS â A step is critical if the
solver can not solve the problem
without that step
Non-Routine problems â If at least one Critical
Step to a solution is unknown â
Inventive Problem â If at least one Critical Step AND the
Solution is Unknownâ
Problems
What can lead to
Inventive Problems
⢠Complexity of initial
solution
⢠Poorly defined
desirable solution
⢠Hidden search
directions
Technical Solution â 3 requirements
⢠Physically possible (as per laws of nature)
⢠Technically possible
⢠Economically Viable - Profitable
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Thinking In Time and Space
TreeSeed
ForestPlain
DNA Fruit
Coal
Timber
Pie
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SYSTEM OPERATOR (â9 Windowsâ) â
Breaking the Psychological Inertia
SUPERSYSTEM
PAST PRESENT FUTURE
SYSTEM
SUBSYSTEM
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INVENT STRONG - FRAMEWORK
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⢠Changes in the System
Hierarchy â
New/alternative
operating principles of
the system
⢠Laws of System Evolution
â Resolving System
Contradiction (physical
contradiction)
â Moving along the laws of
system evolution
Paths to IDEALITY â 9
Laws of System
Evolution
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INVENT STRONG - FRAMEWORK
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⢠Changes in the System Hierarchy
â New/alternative operating
principles of the system
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INVENT STRONG CASE STUDY 1
⢠Fluid Catalytic Cracking of Crude Oil
â Used in an oil refinery for the conversion of crude oils to
lighter products like gasoline, diesel, LPG, olefins etc.
â Earlier âfunctionâ of âcrackingâ was performed by
pyrolysis
â the technical difficulties due to high temperature,
catalytic cracking .
⢠What is the âInventive Problemâ
â function required is to break the strong bonds of large
hydrocarbon molecules.
â Typically it is done by heat â increasing the temperature.
â Catalysts have been particularly effective to enable
reduction of temperature in cracking.
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PATENT TRENDS INFERENCES
⢠Patent Search on Inventions in FCC
â most of the important sub-systems
such as catalysts, equipment and
processes for LPG and light olefin
production are in the mature phase of
evolution and the new inventions
mostly involve only slight modifications
in the existing system, such as
increasing performance and reliability,
therefore not resulting in significant
improvement in the ultimate function
to be achieved which is, increasing the
yield of LPG.
⢠Key Patents describe inventions
â all of the new inventions are at TRIZ
Level 1/Level2
â Last two decades NO major invention
that has changed FCC
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SATURATION OF INVENTIVENESS
⢠Saturation of inventiveness
â Inventors have not been looking at changing the operating principle of the
system for hydrocarbon cracking.
â From super-system lens we need to ask - achieving the function of
hydrocarbon cracking without FCC and without heating?
â Experts/scientists in the field who are deep into FCC, want to increase the
light olefins and LPG production only through FCC as they are trained to
do so
â typical problem that we call psychological inertia of core competence.
⢠Invent Strong using Super-system lens
â inference from the trends of patent filings
â find new ways of cracking the crude oil without increasing the
temperature and without using the catalysts.
â This key formulation of the inventive problem led us to search for
operating mechanisms that can break large molecules.
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NEW OPERATING PRINCIPLE
⢠Search for new operating principle for
cracking
â TRIZ lens led to US Patent number
8192591 B2, which describes a new
operating principle for cracking that
doesnât require catalysis and in fact can be
done at room temperature.
â TRIZ advocates the strong inventions will
come from outside the field.
⢠A new method using radiation beams on
the crude for self-sustaining cracking of
hydrocarbons.
â This is a new âoperating principleâ to
achieve cracking without using the
existing method of cracking.
â It involves breaking the hydrocarbon
chains by bombarding the crude with
radiation beams.
â This changes the game.
â This is closer to a level 4 invention. This
should start a new technology for
hydrocarbon cracking.
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From the Abstract of US 8192591B2
âThe present disclosure provides a simple and
efficient method for the self-sustaining
radiation cracking of hydrocarbons. The
method disclosed provides for the deep
destructive processing of hydrocarbon chains
utilizing hydrocarbon chain decomposition
utilizing self-sustaining radiation cracking of
hydrocarbon chains under a wide variety of
irradiation conditions and temperature ranges
(from room temperature to 400.degree. C.).
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INVENT STRONG CASE STUDY 2
Bloating and Digestion of Bovine Cattle
⢠We looked at a problem of feeding bovine
cattle in large controlled cattle farms.
⢠Food for the cattle is given one time of the
day and there is no control on how much
each animal eats during the day.
⢠Feed is more than the capacity of eating/
digesting and there is no time for the
cattle to drink water as it keeps on eating
continuously.
⢠Inefficient daily distribution of food
ingestion by animals and low amount of
water drunk by animals leads to digestive
disorders such as acidosis or bloating.
⢠This can lead to even the death of the
cattle.
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SYSTEM HIERARCHY
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Mapping the key problems to system Hierarchy
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Key Contradiction or
System Conflict
Cattle should be given food
but it should eat only that
much that they can digest in
a specific time period.
The problem, however is,
that cattle do not have a
mechanism to give
themselves an indication of
fulfilment of the food
intake.
The physical
contradiction can be
stated that âCattle
should eat but also not
eatâ
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Directed Search from problem formulation
⢠From the definition of the problem,
â can the subsystem (feedstock), system (cattle) or the
super-system (delivery of the feeding process) give the
cattle an indication of enough food being taken and
asking them to stop and also drink water?
â One option is that we include something to the feed
that actually gives an indication to cattle that they
should take a break from eating.
⢠Armed with this conceptual solution, we did a
patent search, and interestingly, found a patent
application US 20100330187A1.
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INVENT STRONG CASE STUDY 2
Patent application US 20100330187A1.
Capsicum Food Additive and Uses Thereof
â The invention relates to a food additive that
includes, relative to the total weight thereof:
about 3.5 wt % of capsicum oleoresin
containing 6 wt % of a capsaicine and
dihydrocapsaicine mixture; about 5.5 wt % of
cinnamaldehyde; about 9.5 wt % of eugenol;
the balance up to 100% consisting of
hydrogenated vegetable oils.
â The invention also relates to the uses of said
additive for improving the daily distribution of
food ingestion by animals, for increasing the
amount of water drunk by animals, or for
preparing a food product intended for the
preventive or therapeutic treatment of animal
digestive disorders, such as acidosis or
bloating.
â This food additive is particularly adapted for
ruminants such as bovine cattle.
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Impact and Benefits of the Invention
on system hierarchy
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âStrong Choicesâ â Strategic Bubble Chart
February 9, 2016
The Strategic Bubble Chart gives us a plot of all 7 concepts on Novelty-Feasibility
Plane. The size of Bubble indicates the relative business potential. The Strategic
Bubble Chart gives us a clear direction and road map for each concept.
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5 Possible Paths to INNOVATION Mapped to
Crafittiâs IC Projects
1. IMAGINE a future that is not
extrapolated from existing history
2. TRANSFORM an existing system in
some way
3. SOLVE a problem that is keeping
you tied down
4. CUSTOMER NEED - Identify a
hidden customer need and fulfill it
5. FORESIGHT - Develop technology,
business or customer foresight to
move to the next stage
February 9, 201646 Š
Project Type
Technological Alternatives
Study (TAS) on a patent
Problem Solving Projects
New Concept Development
Project
Foresight Project
Customer Value Project
ITS CUSTOMER FORESIGHT
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THE BLUEPRINT FOR NEW âŚ. Technology
Innovation Enterprise
February 9, 2016
FORESIGHT
SYSTEMS,
INVENTIONS
AND DECISIONS
DELIVERY
INNOVATION
TECHNOLOGY
â˘INVENTIONS
AND PATENTS
BUSINESS
â˘VALUE
NETWORK
CUSTOMER
â˘CUSTOMER
VALUE
FRAMEWORK
SYSTEM of SYSTEMS for
Algorithmic Solutions to Problems/
Multi-Objective, Multi-Criteria,
Multi-Expert Network of Decisions
EVOLUTION
⢠SET-BASED
CONCURRENT
ENGINEERING
DESIGN
â˘ANALYTICAL/
LOGICAL/ VALUE/
INVENTIVE/
SYSTEMS THINKING
IMPROVEMENT
⢠KAIZEN BLITZ
INVENTING
INNOVATIVE
ENTERPRISE
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WHO IS AN INNOVATION CO-CRAFTER
An Innovation Co-Crafter is a
Simpleton, Scientist and Saint -
who starts along with people in a
system (experienced domain
experts) to reach to the SOUL of the
system. He starts every time as a
simpleton - then he becomes a
scientist and finally achieves
sainthood - reaching and delivering
a wisdom of the system to effect
change that is needed - making the
system as close to Ideal as is
possible. In this journey - he creates
systemic change along with people
in the system.
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February 9, 201649
WHO IS AN INNOVATION CO-CRAFTER
Every time the co-crafter starts as a
simpleton who has multiple lenses to
view reality and many times creates
new lenses to look at reality - during
these adventures in wonderland he
behaves like a scientist â
experimenting, exploring,
understanding through the steps of
SOUL - See, Observe, Understand and
Live - after the simpleton has reached
to the SOUL of the system, he starts
the change process needed - a change
that impacts all around him. Slowly
the wisdom gleaned from these
becomes the new change that the
system needed and experts start
developing their expertise in the new
change!
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WHO IS AN INNOVATION CO-CRAFTER
A co-crafter is a simpleton who becomes a scientist and then
achieves sainthood by working with a system and the people
in the system to make the system as close to an ideal system
as is possible - He has to be humble, has to accept that he
doesnât know and actually need to reach the SOUL of the
system by learning to See, Observe, Understand and Live
(SOUL) the system. Achieving Sainthood from being a
simpleton every time is a learning process!
A co-crafter takes the organization that he works with to the
Simplicity on the other side of complexity - one has to go
through complexity. This side of simplicity will keep us
simpletons - I hope you can connect with being Simpleton as
this side of complexity - being a Saint is on other side of
complexity and exploring complexity is being a scientist!
The co-crafter takes the system through a journey of
simplicity from this side of complexity to the other side of
complexity, breaking and many times shattering the
mountains of complexity!
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KEY FINAL POINTS (in Black and White)
⢠Innovation Attempts Fail due to Success Stress and Psychological Inertia
⢠Our Approach to Solve Problems has not changed â Trial and Error
⢠We are trained for predominantly Analytical and Logical thinking
⢠Our education system has ignored the holistic integrated thinking â especially
â Value, Inventive and Systems thinking
⢠ALVIS Thinking (Analytical Logical Value Inventive and Systems thinking)
⢠Inventive Thinking â Especially the Theory of Inventive Problem solving (TRIZ)
is the most potent systematic method existing today for inventive solutions
⢠We however, need to Evolve further in the new era of Information and Mind
⢠âInventing Strong â is increasingly becoming the major source of long-term
value
⢠Organizations need to become Inventive â there is a un-articulated need for
Innovation Co-Crafters
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Contents
February 9, 2016
CRAFITTI: Your Global Innovation and IP Think Tank
Crafitti offers active collaboration to craft ideas
in multiple innovation contexts.
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WHAT YOU TOLD USâŚ
February 9, 201655
⢠WE DONâT KNOW WHATâS NEXT
⢠WE DONâT HAVE IDEAS
⢠WE HAVE LOTS OF IDEAS BUT DONâT KNOW WHAT TO DO
WITH THEM
⢠CAN YOU HELP US INVENT
⢠WE HAVE LOTS OF INVENTIONS BUT WE DONâT KNOW IF
THEY CAN BE PATENTED
⢠WE HAVE PATENTS BUT WE DONâT KNOW HOW STRONG
THEY ARE
⢠WE HAVE PATENTS BUT WE DONâT KNOW THEIR VALUE
⢠WE HAVE PRODUCT BUT WE DONâT KNOW THE MARKET
⢠WE HAVE PRODUCT BUT WE DONâT KNOW TO
COMMUNICATE ITS VALUE
⢠WE DONâT NEED INNOVATION BUT CAN YOU BRING US
CLIENTS
WE SAID
WE ALSO DONâT
KNOW
BUT TOGETHER
WE CAN FIND
OUT
AND TOGETHER
WE CREATED
ANSWERS
Crafting
Innovation
Together
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Crafitti Consulting Private Limited
February 9, 201656
Crafting INNOVATION Together
⢠We co-craft end-customer value
with every mind working with us by
â Enabling Emergence of NEW
â Maximizing the LIFE of EACH
IDEA
â Empowering IDEAS
â Making Innovation Happen
â Future-proofing by creating
Future insights and forecasts
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Crafitti acts through
active collaboration to
craft innovation in
multiple contexts.
February 9, 201657 Š Crafitti Consulting Private Ltd.
CRAFITTI: Your Global Innovation ThinkTank
Increasing Innovation Momentum in the Enterprise
⢠A systematic, time-
bound, flexible,
initiative to transform
the Enterprise into
Invention Empowered
Enterprise
⢠Unlike other such
initiatives we work closely
with each and every mind
of the Enterprise based
on scientific methods
honed through years of
practice
⢠The Enterprise is self-
enabled and
empowered to adapt to
and in fact architect
positive change
continuously
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Crafitti Consulting: Background
58
⢠INNOVATION RESEARCH AND
CONSULTING in business, science and
technology contexts
⢠Started in June 2008 and was incubated
at the NSR Centre for Entrepreneurial
Learning at IIM Bangalore
⢠Crafittiâs frameworks provide potent
platforms to innovate in crafting
strategies, breakthrough products, new
services, technological alternatives,
patent portfolios, process design and
embedding successful change in
organizations.
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Inventive Principles as Triggers for Ideation
Inventive Principle (35) Parameter changes
Change the concentration or consistency. - Once certain amount of inhibitor is used up for binding
with cdk4, the formulation should able to release diluents to lessen the inhibitor effect on cdk2.
Change the degree of flexibility. - The chemical substitutions of the inhibitor based on the structural
activity relationship are employed to improve potency and specificity. Inhibitor should form
strong, and stable bond (may be hydrogen bonds) with cdk4; and inhibitor should form less stable
bond with cdk2. The selectivity is largely due to hydrogen-bonded interactions with kinase
residues.CDK4 selectivity is displayed due to the electronegative nature of its active site.
Therefore, if inhibitor contains positively charged group it binds quickly with the enzyme binding
site. At the same time, make the inhibitor flexible so that when cdk2 active site is exposed to
inhibitor, conformational change occur weakening its binding interactions with the protein. This
can be designed by repelling the inhibitor and amino acid residues at the active site of cdk2 due
to same charges (say positive charges), and conformational change occur might weaken the
interaction between cdk2 and inhibitor.
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Inventive Principles as Triggers for Ideation
⢠Inventive Principle (13) The other way round
Invert the action(s) used to solve the problem (e.g. instead of cooling an
object, heat it) - instead of competitive inhibition of the kinases make the
enzyme-substrate complex un-dissociate able.
Make movable parts (or the external environment) fixed, and fixed parts
movable. This can be employed while performing chemical substitution of the
inhibitors, substituting fixed amino acid/chemical groups with flexible ones
and vice a versa
⢠Inventive Principle (21) Skipping
Conduct a process, or certain stages (e.g. destructible, harmful or hazardous
operations) at high speed. -Improving the rate of association and/or
dissociation between enzyme and inhibitors.
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Innovation Crafting (IC) â
Five type of Projects
Project Type Description
Technological
Alternatives Study
(TAS) on a patent
To analyze a given Patent and explore various ways in which the invention described in
the patent can be transformed to next levels in its evolution. The methodology of
Innovation Crafting helps domain experts generate technological alternatives to a patent.
Potentially the new concepts may lead us to new patentable inventions.
Problem Solving
Projects
To solve a given technical or business problem identified, refined and explored so as to
generate robust concepts and solutions that will provide not only answers to the current
issues but also possible future needs related to problem area. Further the
solutions/concepts may lead to novel and non-obvious inventions that by definition can
be patented. The Innovation Crafting (IC) help domain experts define, explore and solve
hard to solve problems.
New Concept
Development
Project
To develop new concepts in either an unexplored field or starting from the ideal system
definition of a system in alternative future scenarios. Innovation Crafting (IC) helps
domain experts develop radically new concepts to achieve key functions in multiple
contexts, environments and futures.
Technology
Foresight Project
To develop and explore the future road maps of key technologies. This IC project, uses,
Scenarios, Laws of System Evolution and key patent maps to predict possible future paths
a technology may take.
Customer Value
Project
To penetrate the value provided to the clients/customers. A comprehensive deeper
exploration of needs of the users/clients leading to value innovation . This IC project
generally results in blue oceans concepts for the users.
February 9, 201661 Š Crafitti Consulting
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February 9, 201662
Thank You!
Navneet Bhushan
Navneet.bhushan@crafitti.com
+91 9902766961
Dr. Poongothai Ramaswamy
poongothai.ar@crafitti.com (based in
Hyderabad)
+91 9963055517
Amit Kumar Mishra
amit.mishra@crafitti.com
+91 8050152702
ALVISâ INNOVATION
AND DECISIONS IN
GLOBALIZING WORLD