Download to read offline
Categories and Examples of Innovation
- 1. Innovation Tim Schindele Lean SixSigma Black Belt timschindele@outlook.com
- 3. Combine Methods andApproaches • Innovation • Design • TRIZ (“theory of inventive problem solving”) • Lean Six Sigma • Human Factors • Theory of Constraints • PDSA Continuous Improvement
- 4. Categories of Innovations •Breakthrough Innovations • Sustaining Innovations • Disruptive Innovations
- 5. Breakthrough Innovation Revolutionary Science Typicallyinvolves a paradigm shift • Transistors • Structure of DNA • Quartz Watch Movement 1. Non-consumers or 2. Consumers who would not typically used the products - are now able to consume
- 6. Sustaining Innovation • Occursnaturally in an industry • Almost always an improvement to the bottom line • If the innovation is not recognized or is ignored – the company could suffer • Generally, the innovation is handled well and there is a natural transition in the industry • Changes the “rules of the game”
- 7. Disruptive Innovation • Typicallyoriginates from outside of an organization and frequently outside of the industry • It is like a wrecking ball in the way it changes the industry • Disruption changes the “the game itself” • Industry leaders typically try to stop or negate its impact – a losing proposition
- 8. Innovation Matrix Problem Definition Well Defined Not Well Defined Domain Definition NotWell Defined Well Defined Breakthrough Innovation Skunk Works Mavericks Open Innovation Prizes Basic Research Research Grants Academic Affiliations Sustaining Innovation R & D Labs Outsourcing Disruptive Innovation Venture Capital Innovation Labs
- 9. Disruptive Innovation • Theleading companies were destroyed because it brought to market a product that was: – Good Enough – Simpler – More Affordable • These innovations inevitably improve, march up-market and "disrupt" incumbents by gradually pushing them out of ever more complex and margin-rich product segments
- 10. Disruptive Innovation The term“Disruptive Innovation” is broadly misunderstood Many people think it’s just new and different, or radical improvements Instead, disruptive innovation changes industries because: 1. It makes complicated and expensive processes simple and 2. Opens them up to a wider audience
- 11. Disruptive Innovation Time Performance Sustaining Innovations Bringsincreasingly better products into an established market Technological Improvements can progress faster than customer demand
- 12. Smart Phone Disruption? Modelsinclude: • Redmi 2 • Mi 3 and • Mi 4i • The most expensive model (Mi 4i) costs $219 off-contract One of the most popular smartphone manufacturers in the world is Xiaomi A Chinese company whose devices draw frequent comparisons to the iPhone Its current focus is on developing countries, regions of the world that haven’t already pledged allegiance to the iPhone or mass-market Android
- 13. Some Examples ofDisruptive Innovations… Minicomputers in the 1980s… • Digital Equipment Corporation (DEC) was once the leading minicomputer manufacturer (second-largest computer company after IBM) • Other manufacturers were: IBM Wang Laboratories Data General Honeywell Prime Computervision
- 14. Some Facts onMinicomputers… • Minicomputers were sold directly to the customers • Price Range $50,000 - $500,000 • High cost of Training, Support and Service • Gross Profit Margin of about 45% for a $250,000 sale • Gross Profit Margin of about 60% for a $500,000 sale
- 15. Microcomputers - The DisruptiveCompetition… • Sold through distribution networks • Price Range $2,000 • Low cost of Training, Support and Service • Gross Profit Margin of about 20% • Why Bother Worrying, Right? !! 1. None of the existing Minicomputer customers could even use these microcomputers to take care of their needs! 2. Why give up 45 – 60% gross margins for smaller sales and 20% margins?
- 16. Examples of DisruptiveInnovations Minicomputers in the 1980s got disrupted • The microprocessor was the Breakthrough Innovation • It destroyed Digital Equipment Corporation (DEC), Data General, Wang Laboratories, Honeywell, Prime, and Computervision • Minicomputers started out being Good Enough Simpler More Affordable
- 17. What Happened? • Almostall of the Minicomputer manufacturing companies collapsed in unison • Digital Equipment Corporation was sold to Compaq in 1998 Disruptive Innovation
- 18. Let’s Look atsome Examples Toyota dominating the “Big 3” American Auto Makers • Toyota Motor Sales, U.S.A., Inc., was formed Oct. 31, 1957 • Sold 287 Toyopet Crown sedans • Very underpowered and overpriced for the US market • 4-cylinder, 88.7 cubic-inch engine • Capable of attaining 78 mph • Fuel rating of 23.5 mpg • Discontinued in 1961 1957 – Toyota Introduced the Toyopet It was a bust
- 19. Let’s Look atsome other examples… Next – They tried something different Unit-body Construction (unibody) Using a unibody chassis, Toyota could produce a vehicle under 1,000 kg (2,200 lb) 1966 – Toyota Introduces the Corolla
- 20. Disruptive Innovation? Some Corollaquotes at that time: “Extreme simplicity was at the core of the first Corolla's engineering” “There was nothing sophisticated about the first Corolla and it wasn't pretty, but it was so simple that there were almost no parts to break” • Good Enough? • Simpler? • More Affordable?
- 21. Were the Big3 Automakers Worried? • Not really • They were happy to keep their higher profits on the more luxury lines of cars • They were OK letting Toyota have a share of the inexpensive, low margin cars • Remember: These innovators inevitably improve, march up-market and "disrupt" incumbents by gradually pushing them out of ever more complex and margin-rich product segments
- 22. Other Examples ofDisruptive Innovations Netflix vs. Blockbuster Netflix drove Blockbuster into bankruptcy What was the business model that allowed Netflix to compete? • The US Postal Service – delivering to your door • And then – streaming video over the internet Good Enough? Simpler? More Affordable?
- 23. Another Disrupted Businesses •259 Borders Superstores • 114 Borders Express and Waldenbooks • 26 Borders Airport Stores CEO Mike Edwards bids farewell to the book retailer’s fans and customers as the company announced it was going out of business after 40 years July 2011
- 24. Who Drove BordersOut of Business? Amazon.com They drove a 40 year old company out of business What was the business model that first allowed Netflix to compete? • Internet sales • Delivered to your door Good Enough Simpler More Affordable
- 25. One you MightNot Know About Walmart vs. Department Stores When Walmart began there were 316 Department Store companies The first Walmart store ─ July 2, 1962 in Rogers, Ark
- 26. One you MightNot Know About Walmart vs. Department Stores A Retail Revolution Sam Walton's strategy was built on an unshakeable foundation: The Lowest Prices Anytime, Anywhere How many Department Store Companies are there now? There are now 8 – of which Macy’s is the largest Good Enough? Simpler? More Affordable? Their business model is low price and convenience
- 27. One Department Storecompany Escaped The Dayton Hudson Corporation • John Geisse developed the concept of upscale discount retailing and approached the company leaders • They started a separate division and allowed it to compete with the parent company • They opened their first upscale discount store on May 1, 1962 What’s the company’s name? In 2000, Target was the largest division and the fastest-growing arm of Dayton Hudson (75 percent of the company's revenue and profits)
- 28. Kodak and theDigital Camera Who did he work for? Steven Sasson invented and built the first digital camera using a charge-coupled device image sensor in 1975 Eastman Kodak Company Why didn’t Kodak pursue the digital camera? • They did not recognize its mass-market potential • Focused instead on high-end cameras for niche markets • Executives also feared cannibalizing their core film sales
- 29. Change is Inevitable Changeis inevitable – and is one of the most stressful things in life People and companies are reluctant to change In times of change - companies that change their products and business models thrive and prosper - largely because they have been successful doing things a particular way
- 30. Biggest Disruptors ofthe Decade By - Transforming what exists or By - Creating what doesn’t through Apple Amazon Google Facebook Wal-Mart Verizon Cisco Systems Uber Netflix Pandora Skype Tato Nano ($1,580 car) Airbnb Alibaba Snapchat simplicity convenience affordability accessibility Cloud Storage Mobile Internet Oil & Gas Recovery Advanced Robotics Internet of Things Near-Autonomous Vehicles 3-D Printing Advanced Materials Renewable Electricity
- 31. Why Don’t CompaniesInnovate? • Good firms are usually aware of the innovations • Their business environment does not allow them to pursue the innovation when it first arises – they may not be profitable enough at first – their development can take scarce resources away from that of sustaining innovations • The company doesn’t place sufficient value on the innovation to pursue it 31
- 32.
- 33. Methodology The approaches tothe various forms of Innovation are very similar
- 34. The Process –The D4 Road Map Define • Create Innovation Opportunity • Scope the Opportunity • Manage People and Projects Discover • Refine the Opportunity • Leverage Team Brain Power • Search Knowledge Bases • Prioritize & Select Ideas Develop Demonstrate • Formulate Design • Select Design • Optimize Design • Build a working model • Map Processes • Optimize Processes • Improve and Transition From: The Innovator’s Toolkit by David Silverstein, Philip Samuel and Neil CeCarlo, 2009
- 35. Define the Innovation • Identifyactionable innovation gaps, or high- potential innovation projects based on the identification of unmet customer needs and new market territory • Observe how customers struggle with existing solutions so you can understand their unarticulated needs
- 36. Approach in theDefine Phase 1. Identify a Focus Market 2. Identify Jobs Customers are Trying to Get Done 3. Categorize the Jobs to Be Done (JTBD) 4. Create a Jobs Statement 5. Prioritize the JTBD Opportunities 6. Identify Outcome Expectations Regarding the Job
- 37. Identify Jobs-to-be-Done • Customersdon’t buy products and services • They hire various solutions at various times to get a wide variety of jobs done • It is the higher purpose for which customers buy products, services, and solutions
- 38. Types of Jobs-to-be-Done 1.Functional Job – describes the task that customers want to achieve 2. Emotional Job – related to feelings and perception 3. Ancillary Job – other jobs that customers want to get done before, during, or after they get the main job done Restaurant Experience
- 39. Customer Loyalty • Itcosts FIVE TIMES more to acquire new customers than it does to keep current ones • Reducing your customer defection rate by 5% can increase your profitability by 25% to 125% • The probability of selling to an existing customer is 60–70%. The probability of selling to a new prospect is 5-20%; (that’s up to 14 times more, or 5 on average)
- 40. 79% ofconsumers will commit to a deeper brand relationship – through product or service adoption – after a satisfying online experience 59% of customers will stop doing business with the brand after just one bad experience in any channel Why is customer experience important? From an IBM customer study
- 41. Types of Jobs-to-be-Done MainJob to be Done Related Jobs to be Done Functional Aspects Emotional Aspects Functional Aspects Emotional Aspects Personal Dimension Social Dimension Personal Dimension Social Dimension
- 42. Pokémon Go A Sensation- $16 million of revenue per day in July By mid September – that fell to $2 million per day It launched with relatively little actual "game“ Featured shallower gameplay than its siblings on Nintendo's gaming platforms Mechanisms for battling Pokemon were relatively simplistic There was no way for people to interact in real time in the game
- 43. They Missed onSome Areas Main Job to be Done Related Jobs to be Done Functional Aspects Emotional Aspects Functional Aspects Emotional Aspects Personal Dimension Social Dimension Personal Dimension Social Dimension
- 44. What are thejobs to be done?
- 45. Create a JobStatement Manage personal finances at home Clean clothes at home Object of action Action verb Contextual clarifier Structure of a Job Statement
- 46. Prioritize the JTBDOpportunities • There are hundreds of jobs that customers are trying to get done • Prioritizing is a function of: 1. How important they are 2. How satisfied customers are with existing solutions • Tools to use Likert Scale from customer input Multiple Criteria Decision Analysis Simple Decision Matrix Weighted Pugh Analysis
- 47.
- 48. The Top Portion- Experience Map Enriched Experience: • Aroma Neutral Experience: • Ambience Negative Experiences: • Audible Sensations – Loud • Cold • Drafty • Slightly Crowded
- 49. 2.a. Notice thatthere are a couple of people in line 2.b. Notice the narrow confined layout 2.c. Enjoy the aroma of roasted coffee and mixed sweet, robust smells 2.d. The lighting is pleasant, not overly bright and not too dim 2.e. The music seems ethnic, extended vocals, soft in style, volume too load and but my taste 2.f. The room climate seems intentionally cold
- 50. Discover the Innovation • Capitalizingon an opportunity to fulfill unmet customer expectations in a superior way • Your goal is to generate substantive ideas for closing outcome expectation gaps (or innovation opportunities) • Refine the opportunities
- 51. Identify Outcome Expectations Thereare 4 Types of Outcome Expectations 1. Desired outcomes customers want to achieve 2. Undesired outcomes customers want to avoid 3. Desired outcomes providers want to achieve 4. Desired outcomes providers want to avoid
- 52. Outcome Expectations Undesired Desired Customer Provider •Undesired smell • Damaged clothes • Wrinkled clothes • Allergens or harmful chemicals • Foreign particles on clothes • Excessive cost • Stain removal • Easy cleaning • Fast cleaning • Clothes smell fresh • Clothes look fresh • Product liability / lawsuits • Imitation products • Environmental complaints • Supply shortages • Revenue growth • Steady profit • Customer loyalty • Steady demand • New derived products • Low cost to make For cleaning clothes at home
- 53. Steps After theOutcome Matrix 1. Identify the Jobs to Be Done 2. List the JTBD Related Outcome Expectations 3. Create Outcome Statements – The direction of action – The unit of measure – like time, cost, defects, etc. – The object of control (what you are influencing) – The context (where or under what circumstances) Example: Minimize the time it takes to clean clothes 4. Determine Priority Outcome Expectations
- 54. Establish the ValueQuotient 1. Agree on and document the Job to Be Done 2. Identify the desired and undesired outcomes 3. Plot the ideal innovation 4. Identify Opportunity Value Gaps • Complexity • Time to Clean • Resource usage (water, energy, etc.)
- 55. Establish the ValueQuotient Your innovations should address the identified gaps in value: • Complexity • Time to Clean • Resource usage (water, energy, etc.)
- 56. Additional Focus Areas HeuristicRedefinition – A Visual approach for focusing and scoping an innovation project at the right level in a system Ethnography – A science that describes human social phenomena based on fieldwork and observation
- 57. Heuristic Redefinition • Compareexisting solutions to spark new breakthroughs – Likelihood of solving the problem – Ease of implementation – Expected impact on JTBD • Used to compare the characteristics of two seemingly unrelated products or services to develop new ideas Heuristic Ideation Technique (HIT) Matrix
- 58. Ethnography and Human CenteredDesign (HCD) Human-Centered Design (HCD) is a methodology that helps us Hear the needs of our constituents in new ways, Create innovative solutions to meet these needs, and Deliver solutions with financial sustainability in mind. Why is it called “Human-Centered”? • Starts with people we are designing for • Examine the needs, dreams, and behaviors of the people we want to affect with our solutions • We seek to listen to and understand what they want and expect. • This is known as the “Desirability” lens. Everything is viewed through this lens throughout the design process • Once we have identified a range of what is Desirable, we move to view our solutions through lens of Feasibility and Viability
- 59. Human Centered DesignProcess The process of Human-Centered Design starts with a specific Design Challenge and goes through three main phases: Hear, Create, and Deliver. The process will move: – Concrete observations about people – Abstract thinking as we uncover insights and themes – Back to concrete with tangible solutions
- 60. Hear - (theDesirability Lens) During the Hear phase, we will collect stories and inspiration from people. Then prepare for and conduct field research. Step 1 Identify a Design Challenge Step 2 Recognize Existing Knowledge and Data Step 3 Identify People to Speak With Step 4 Choose Appropriate Research Method(s) Individual Interview Group Interview In-Context Immersion Self-Documentation Community-Driven Discovery Expert Interviews Seek Inspiration in New Places Step 5 Develop an Interview Approach (as appropriate) Interview Guide Sacrificial Concepts Interview Techniques Step 6 Develop the Mindset Beginner’s Mind Observe vs. Interpret
- 61. Create – (TheFeasibility Lens) In the Create phase, we will work in a workshop format to translate what we heard from people into frameworks, opportunities, solutions, and prototypes. During this phase we move from concrete to more abstract thinking in identifying themes and opportunities, and then back to the concrete with solutions and prototypes. Step 1 Develop Design Approach Participatory Co-Design Empathic Design Step 2 Share Stories Step 3 Identify Patterns Extract Key Insights Find Themes Create Frameworks Step 4 Create Opportunity Areas Step 5 Brainstorm New Solutions Step 6 Make Ideas Real Step 7 Gather Feedback
- 62. Deliver – (TheViability Lens) The Deliver phase we begin to realize solutions through rapid revenue and cost modeling, capability assessment, and implementation planning. This will help launch the new solutions. Step 1 Develop a Sustainable Revenue Model Step 2 Identify Capabilities for Delivering Solutions Step 3 Plan a Pipeline of Solutions Step 4 Create an Implementation Timeline Step 5 Plan Mini-Pilots and Iterate Step 6 Create a Learning Plan Track Indicators Evaluate Outcomes
- 63. IDEO – aGreat Resource in Design David Kelley says most of us stop thinking of ourselves as creative somewhere around the fourth grade “Innovators aren't exceptional as much as they are confident” David Kelley, founder of the Palo Alto, Calif., design firm IDEO
- 64. IDEO – DesignWorkshops Stanford Design Thinking Virtual Crash Course https://www.youtube.com/watch?v=-FzFk3E5nxM “A 90-minute video-led cruise through our methodology”
- 65. Develop the Innovation • Thisphase of innovation transforms your great ideas from the white board into workable models • The questions become: – What functions will it perform and how do I design it? – How will I assess how good it is? – What alternatives do I have? – Can I make my solution invincible, and manage the risk of trying?
- 66. Utilize Process ImprovementTools • Scoping the Project • Stakeholder management • Project charter • Problem and Goal statements • Analyze potential income and operating expense impact • Gather your team resources
- 67. Functional Requirements • Gatherinformation and define the problem • Develop functional models • Use various tools to help focus the work Nine Windows Helps you examine the innovation opportunity across the dimensions of • Time (past, current, future) and • Scale (super-system, system, subsystem)
- 68. A Side Note– Zune Pizza Zune is known for using a fleet of robots in the kitchen to speed up the pizza making process. But now, the company is outfitting its pizza delivery truck with 56 ovens programmed to make pies in-route to customers. When the truck is four minutes away from its destination, an oven containing the order will turn on to fully bake the pie. It takes 3 minutes and 30 seconds to cook, and 30 seconds to cool down. Each pizza is partially baked for 90 seconds in an 800- degree oven. Bruno the robot is in charge of putting the pies into oven
- 69. Some Additional Tools HeuristicIdeation Technique (HIT) Matrix • Compare existing solutions to spark new breakthroughs • Used to compare the characteristics of two seemingly unrelated products or services to develop new ideas
- 70. SCAMPER Worksheet 8 questions todevelop more potential ideas for your opportunity: Substitute Combine Adapt Modify Put to other purposes Eliminate Reverse
- 71.
- 72. Six Thinking Modes • leverages differentpoints of view to help your team evaluate its best ideas • works especially well with controversial ideas
- 73. Separation Principals • Separationprinciples help when some physical contradiction stands between you and an innovation • TRIZ (“theory of inventive problem solving”) is very helpful with these issues • A very helpful resource
- 74. What are Contradictionsin Problem Solving? A narrow hulled ship is fast but it becomes unstable with a heavy load Good Bad Narrow (to the water) Wide (to the ship) The ship needs a wide hull for stability and a narrow hull for speed Contradiction
- 75. Another Contradiction I needa wide assortment of fountain drinks to make my customers happy……but I need a small assortment of fountain drinks to keep inventory and space to a minimum
- 76. Demonstrate the Innovation • Thisfinal phase of innovation's front edge is when you create, test, and prove the feasibility of your new solution • Build a working model of your new solution using Prototyping or Piloting techniques.
- 77. Rapid Prototyping • FailFast and Fail Cheap – before what you are doing becomes a financial disaster • You will need the right –Culture –People –Mind-Set –Tools • The team marches to a different beat
- 78. Prototype Example A companywanted to test being able to project an image onto a sidewalk to advertise local businesses For a Prototype they • attached a projector to a pole over the sidewalk • ran an extension cord up to the projector • projected the image onto the sidewalk
- 79. Rapid Prototyping 1. DesignPrototype Evaluation – It is an iterative process – You will likely build more than one full scale, working model 2. Build the Prototype 3. Determine how you will measure the results 4. Evaluate using a Function Audit 5. Evaluate for robustness 6. Consider Additional Evaluations 7. Repeat the Prototype Process
- 80. Piloting This is whenyou actually put the prototype into use with actual users 1. Plan the Pilot – What are the objectives? – How will you measure the results? – Who will be the customers? 2. Design the Pilot 3. Designate Resources 4. Run the Pilot 5. Analyze the Results
- 81. Back to ProcessImprovement Tools • Build your SIPOC Map – Create a High-Level Map of the Process – Identify the Outputs of the Process – Identify the Customers of the Outputs – Identify the Inputs Required by the Process – Identify the Suppliers of the Inputs to the Process
- 82. Back to ProcessImprovement Tools • Build a Process Map • Build a Future State Value Stream Map • Develop a Future State Process Map • Measurement Systems Analysis • Design of Experiments • Conjoint Analysis – a simplified experimental technique for determining the best combination of attributes to include in a product or service design
- 83. Back to ProcessImprovement Tools • Evaluate under performance or poor performance from experiments • Make incremental Improvements • Develop a Control Plan
- 85. Things to Come Strati- the first 3D-printed electric car that could be built in 24 hours The key is simplification. On average, a car contains thousands of parts - the Strati contains just 49 cost between $18,000 and $30,000, but says the price will drop
- 86. Artificial Intelligence Diagnosing sepsis– Sepsis is a complication that is treatable if caught early, but patients can experience organ failure, or even death Artificial Intelligence algorithms that scour data on electronic medical records can help doctors diagnose sepsis a full 24 hours earlier, on average Search and Rescue – Artificial Intelligence permits computer programmers to write basic algorithms that can examine extensive footage and find missing people in less than 2 hours In addition, AI algorithms can sift through social media sites, such as Twitter, to learn about missing people and disasters
- 87. Artificial Intelligence Cybersecurity – Findingflaws and attacks on computer code is a manual process, and it's typically a difficult one During a DARPA Challenge - Artificial Intelligence entry Xandra discovered a new attack in binary code, figured out how it worked, reached out over a network and breached the defenses of one of its opponents, a system named Jima. And Jima detected that breach, offered a patch, decided to field it and ended the breach. The entire episode took 15 minutes. "It all happened before any human being knew that flaw existed,"
- 88. New Materials Graphene - Grapheneis basically a substance which is 300 times stronger than steel and made of only a thin layer of pure carbon, making it literally as light as a feather Each sheet of graphene is only one atom thick, and one square meter weighs just 0.77 milligrams. The uses of this technology could be revolutionary: Space exploration and the aviation industry would benefit from the extremely light and strong material that could be used in aircraft construction. Graphene could revolutionize electronic devices by enabling lightweight, thin, flexible, yet durable display screens, cellphones, and much more.
Editor's Notes
- #6 Think about the ability to make crowns, implants, etc. at the dentist’s office instead of sending off for one to be made
- #11 Xiaomi Redmi 2, Mi 3, and Mi 4i are as attractive and budget-friendly here as they are abroad—the most expensive, the Mi 4i, costs $219 off-contract
- #12 I want you to think about this as I talk about Disruptive Innovation
- #19 Body-on-frame Advantages Easier to design, build and modify (less of an issue now that Computer-Assisted Design (CAD) is commonplace, but still an advantage for coach-built vehicles). Quieter, because the stresses do not pass into the body, which is isolated from the frame with rubber pads around the attachment bolts. Less significant lately, but earlier bodies would squeak and rattle, ever more as they rusted, lubricants drained, and fasteners loosened. Isolated bodies had a lesser degree of these modes of aging. Easier to repair after accidents. This is crucial for taxicabs, because damaged bolt-on fenders can be replaced in the firm's own garage - for petty cash, with the cab returned to earning status immediately - whereas a monocoque body would require straightening by paid specialists on a machine expensive to rent - with the cab laid up for repair longer. Grand-Am allows tubular spaceframe cars to replace their monocoque counterparts, as the cars can easily be repaired with new clips. Could allow a manufacturer to easily sub-contract portions of work, e.g. as when Austin subcontracted the aluminium body work of the Austin A40 Sports to Jensen Motors. Generally more capable of towing and offroad Disadvantages Heavier than unibody - lower performance and/or higher fuel consumption. Far less resistant to torsional flexing (flexing of the whole car in corners) - compromising handling and road grip. No crumple zone - higher rate of death and serious injury (in some cars, but larger cars such as the Ford Crown Victoria are highly rated for safety). Some cars have adopted a "front clip" and "rear clip" format similar to what is used in NASCAR race cars where the car is split into three sections, and the clips absorb the impact, allowing the "clip" to be replaced when repairing the car.[3]
- #20 A monocoque body construction is used on most cars today to reduce weight and improve structural integrity. Read on to know more Monocoque body construction integrates the body and chassis of a vehicle together into a one piece structure. The body and drivetrain are integrated into a single unit by wielding the components together. The drivetrain and body are cast as one structure onto a frame. A monocoque body absorbs all or most of the stresses which the body is subjected to. Before the monocoque body construction became popular body-on-frame chassis was used for vehicle construction. A separate car body was mounted to a frame that supported the drivetrain. Body-on-frame was popular even after monocoque construction came into being because it was easy and relatively inexpensive to add a different type of body to create a different car that had the same chassis and drivetrain. The body-on-frame type of automobile construction had its limitations as the cars were very heavy which meant high fuel consumption and lower performance figures. Handling and road grip were compromised as the body tended to roll a lot while cornering as it never felt one with the drivetrain. Body-on-frame construction had a higher number of accident fatalities as crumple zones could not be integrated onto the car. Because a monocoque body construction integrates the frame of the vehicle to the drivetrain of the vehicle the car has better handling traits and lowers the kerb weight of the vehicle. A monocoque body construction improves the fuel economy of a vehicle and makes it safer for occupants in the event of a crash as crumple zones can be integrated into the body of the car. Modern monocoques are designed to distribute the load evenly over the body of the car such as the pillars of cars. High tensile steel panels are used in load bearing parts to make the structure of the car safe. The monocoque body construction technique is still under research and development for enhanced safety and better drive dynamics. Some monocoques have a bonded rear window glass which contributes to the structural integrity of the car.
- #23 How are people preferring to buy books now? Why?
- #26 Was that business model expandable?
- #27 Target had been the company's top money maker since 1977 Would Dayton Hudson still exist without Target? The other Dayton Hudson Stores — Dayton’s, Hudson’s, Marshall Field’s, and Mervyns. Marshall Fields was sold in 2004
- #28 Eastman Kodak filed for bankruptcy in January 2012 – its fate can be traced back to one source: the former king of photography's failure to reinvent itself in the digital age. The problem is that, during its 10-year window of opportunity, Kodak did little to prepare for the later disruption. In fact, Kodak made exactly the mistake that George Eastman, its founder, avoided twice before when faced with disruptive technologies: when he gave up a profitable dry-plate business to move to film and when he invested in color film even though it was demonstrably inferior to black and white film (which Kodak dominated). It was not until a decade later, in 1991, that Kodak's first digital product for every-day use hit the market, and it was not a camera, but a Photo CD. Kodak introduced a line of pocket-sized digital cameras in 1996 but made its biggest push into the marketplace in 2001 with the Easyshare brand. By then, the field was already crowded with products from Canon Inc and other Asian manufacturers. Kodak said in its filing that it hoped to emerge from bankruptcy in 2013. It tried to restructure in the past by closing 13 film plants and 130 photo labs between 2004 and 2007, slashing its workforce by 50,000.
- #42 By mid-September, daily revenues had fallen from $16 million per day to $2 million (excluding the 30 per cent app store fee) and daily downloads had declined from a peak of 27 million to 700,000 downloads Pokemon Go launched with relatively little actual "game“ featured shallower gameplay than its siblings on Nintendo's gaming platforms mechanisms for battling Pokemon were relatively simplistic, with arbitrary-seeming controls there was no way for people to interact in real time in the game
- #44 Show each picture and try to understand the Job to be done