This document discusses innovation crafting in global enterprises and proposes a new organizational structure. It advocates for crafting innovation together through collaboration across borders. The key points are leveraging a global workforce to conceive, design, and develop new products through 24/7 teams working together. This allows companies to reduce costs and time to market while improving innovation through greater collaboration at a global scale.
"How to Evaluate Gamified Design" by Ken LynchVator
"How to Evaluate Gamified Design" by Ken Lynch, Co-founder and CEO, Reciprocitynow.com
What’s the difference between good and bad gamified design? And what is the difference between developing a game mechanic vs. normal feature development? If you’re evaluating a gamified application or the companies who make them, join Ken in a discussion, and learn from his personal experience in gamified development.
Much is being written and talked about regarding a ‘war for talent’. It’s a very large challenge for business today. There is a crisis. In the developed world they’re facing a numbers problems. Not enough generation Xers to replace retiring baby-boomers (take a look at any developed world demographic). In the developing world (our context) we have a severe shortage of skills in many key areas. Particularly those areas that we rely on to create value in our organisations.
Workbook Advanced Patent Analysis Using TRIZ and Other TechniquesNavneet Bhushan
Crafitti Consulting (http://www.crafitti.com) conducts innovation ignitions workshops using our innovation frameworks based on TRIZ, LEAN, Inventive and Systems Thinking
"How to Evaluate Gamified Design" by Ken LynchVator
"How to Evaluate Gamified Design" by Ken Lynch, Co-founder and CEO, Reciprocitynow.com
What’s the difference between good and bad gamified design? And what is the difference between developing a game mechanic vs. normal feature development? If you’re evaluating a gamified application or the companies who make them, join Ken in a discussion, and learn from his personal experience in gamified development.
Much is being written and talked about regarding a ‘war for talent’. It’s a very large challenge for business today. There is a crisis. In the developed world they’re facing a numbers problems. Not enough generation Xers to replace retiring baby-boomers (take a look at any developed world demographic). In the developing world (our context) we have a severe shortage of skills in many key areas. Particularly those areas that we rely on to create value in our organisations.
Workbook Advanced Patent Analysis Using TRIZ and Other TechniquesNavneet Bhushan
Crafitti Consulting (http://www.crafitti.com) conducts innovation ignitions workshops using our innovation frameworks based on TRIZ, LEAN, Inventive and Systems Thinking
SALWAN FURNISHING COMPANY, NEW DELHI TURNS 101.Sarbjit Bahga
SALWAN FURNISHING COMPANY, NEW DELHI TURNS 101.
Our friend Inder Dutt Salwan's company - SALWAN FURNISHING COMPANY - is celebrating 101 years of its establishment. On this occasion, I am sharing with all of you the company's profile along with the product range. It is hoped this will be useful to architects, interior designers, builders, designers and artists.
What can we do to be more creative? What exercises will help us to achieve that? What can we learn with children?
That's the questions I try to answer through out this presentation.
Mark Rolston, chief creative officer at frog design, argues in this presentation, given at the DMI conference 2009, that the time is ripe for "less design thinking and more design doing." He highlights the importance of craftsmanship and calls for an agile concept of design strategy that embraces both the ambiguity and the materiality of the creative process.
A story engineering model for change-makers, innovators and intentional / social entrepreneurs. Its Work-In-Progress but coming along nicely. Given to a band of wonderful ethical entrepreneurs at Amherst College in August 2011 in partnership with Sansori.
Lean Inventive Systems Thinking - Why, What and HowNavneet Bhushan
LEAN INVENTIVE SYSTEMS THINKING (LIST) – 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 – 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 Crafitti’s 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 – 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 (DDM’s)
The Influence of Sketch Quality on Perception of Product-Idea CreativitySiegel+Gale
Siegel+Gale’s Paula Te and University of Minnesota Assistant Professor of Product Design, Barry Kudrowitz, presented the session: “The Influence of Sketch Quality on Perception of Product-Idea Creativity” at this year’s IASDR Conference.
The raising amount data exhaust of the past years has created the need for more and better tools to analyze what lies within this massive amount of raw material. Visualization leveraging the human cognition proves to be an invaluable tool to explore, digest, analyze and communicate the information. We reveal patterns, trends, relations or dependencies that were buried before.
But, what happens after we have created such an elaborate and powerful visualization and released it to the world? How does the it affect the beholder? How does it help shaping his opinions or even changing his behavior? Because, at the end of the day, visualization is simply a means to an end — a tool to achieve a bigger goal.
Awesome Quotes from Creativity Inc—Inspirational Quotes from Ed CatmullRob Marsh
21 Inspirational quotes from Creativity, Inc. by Ed Catmull, founder of Pixar Studios. These quotes come from what is perhaps the best book about managing creative people and companies.
This talk brings together concepts from theatre, urban planning and software development in less time than reading your Facebook wall.
Audio from the talk:
https://soundcloud.com/liberatr/free-time-how-i-learned-to-stop-worrying-and-love-the-flywheel
Structured Ideation and Design Thinkinggaylecurtis
At the heart of a design thinking process is ideation, the capability for generating and relating ideas.
Brainstorming is a frequently practiced form of ideation, and this presentation describes the four rules of classic brainstorming. It also gives guidance for how to structure brainstorm sessions to drive direct and indirect benefits.
Evolving TRIZ for the Sixth Wave of InnovationNavneet Bhushan
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 – Things, (b) Algorithmic intelligence and (c) Synthesized – 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 “inventive energy” 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.
SALWAN FURNISHING COMPANY, NEW DELHI TURNS 101.Sarbjit Bahga
SALWAN FURNISHING COMPANY, NEW DELHI TURNS 101.
Our friend Inder Dutt Salwan's company - SALWAN FURNISHING COMPANY - is celebrating 101 years of its establishment. On this occasion, I am sharing with all of you the company's profile along with the product range. It is hoped this will be useful to architects, interior designers, builders, designers and artists.
What can we do to be more creative? What exercises will help us to achieve that? What can we learn with children?
That's the questions I try to answer through out this presentation.
Mark Rolston, chief creative officer at frog design, argues in this presentation, given at the DMI conference 2009, that the time is ripe for "less design thinking and more design doing." He highlights the importance of craftsmanship and calls for an agile concept of design strategy that embraces both the ambiguity and the materiality of the creative process.
A story engineering model for change-makers, innovators and intentional / social entrepreneurs. Its Work-In-Progress but coming along nicely. Given to a band of wonderful ethical entrepreneurs at Amherst College in August 2011 in partnership with Sansori.
Lean Inventive Systems Thinking - Why, What and HowNavneet Bhushan
LEAN INVENTIVE SYSTEMS THINKING (LIST) – 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 – 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 Crafitti’s 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 – 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 (DDM’s)
The Influence of Sketch Quality on Perception of Product-Idea CreativitySiegel+Gale
Siegel+Gale’s Paula Te and University of Minnesota Assistant Professor of Product Design, Barry Kudrowitz, presented the session: “The Influence of Sketch Quality on Perception of Product-Idea Creativity” at this year’s IASDR Conference.
The raising amount data exhaust of the past years has created the need for more and better tools to analyze what lies within this massive amount of raw material. Visualization leveraging the human cognition proves to be an invaluable tool to explore, digest, analyze and communicate the information. We reveal patterns, trends, relations or dependencies that were buried before.
But, what happens after we have created such an elaborate and powerful visualization and released it to the world? How does the it affect the beholder? How does it help shaping his opinions or even changing his behavior? Because, at the end of the day, visualization is simply a means to an end — a tool to achieve a bigger goal.
Awesome Quotes from Creativity Inc—Inspirational Quotes from Ed CatmullRob Marsh
21 Inspirational quotes from Creativity, Inc. by Ed Catmull, founder of Pixar Studios. These quotes come from what is perhaps the best book about managing creative people and companies.
This talk brings together concepts from theatre, urban planning and software development in less time than reading your Facebook wall.
Audio from the talk:
https://soundcloud.com/liberatr/free-time-how-i-learned-to-stop-worrying-and-love-the-flywheel
Structured Ideation and Design Thinkinggaylecurtis
At the heart of a design thinking process is ideation, the capability for generating and relating ideas.
Brainstorming is a frequently practiced form of ideation, and this presentation describes the four rules of classic brainstorming. It also gives guidance for how to structure brainstorm sessions to drive direct and indirect benefits.
Evolving TRIZ for the Sixth Wave of InnovationNavneet Bhushan
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 – Things, (b) Algorithmic intelligence and (c) Synthesized – 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 “inventive energy” 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.
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.
"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.
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
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 somebody’s 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
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 “trial and error” 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 – 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
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 –
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
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
Wisdom of crowds and AHP for Rural eGovernanceNavneet Bhushan
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.
3. We Are All Born Creative….
BUT
It is “Taught OUT of US”
crafting innovation together
A child’s Creativity
How Many of
Decreases 90% from 5 to
us Are 40?
age 7? At 40 it is mere
2% of what we had!!!!!!!
Copyright Navneet Bhushan
4. The Magical Number Seven, Plus or Minus Two:
Some Limits on our Capacity for Processing Information
George A. Miller (1956)
Harvard University
First published in Psychological Review, 63, 81-97.
[1] This paper was first read as an Invited Address before the Eastern Psychological Association in Philadelphia on April 15, 1955.
The point seems to be that,
as we add more variables to
the display, we increase the
total capacity, but we
crafting innovation together
decrease the accuracy for
any particular variable. In
other words, we can make
relatively crude judgments of
several things simultaneously.
Copyright Navneet Bhushan 2007
6. Killer Phrases Are Not Used During Idea
Generation*
1. "Yes, but. . . " 21. "The boss will never go for it."
2. "We tried that before." 22. "It's too far ahead of the times."
3. "That's irrelevant." 23. . . . laughter. . .
4. "We haven't got the manpower." 24. . . . suppressed laughter. . .
5. "Obviously, you misread my request." 25. . . . condescending grin. . .
6. "Don't rock the boat!" 26. . . . dirty looks. . .
7. "The boss (or competition) will eat you alive." 27. "Don't fight city hall!"
8. "Don't waste time thinking." 28. "I'm the one who gets paid to think."
9. "Great idea, but not for us." 29. "What will people say?"
10. "It'll never fly." 30. "Get a committee to look into that."
crafting innovation together
11. "Don't be ridiculous." 31. "If it ain't broke, don't fix it."
12. "People don't want change." 32. "You have got to be kidding."
13. "It's not in the budget." 33. "No!"
14. "Put it in writing." 34. "We've always done it this way."
15. "It will be more trouble than it's worth." 35. "It's all right in theory. . . but. . ."
16. "It isn't your responsibility." 36. "Be practical!"
17. "That's not in your job description." 37. "Do you realize the paperwork it will create?"
18. "You can't teach an old dog new tricks." 38. "Because I said so." * Reference: “What A Great
19. "Let's stick with what works."C 39. "I'll get back to you." Idea” by Charles “Chick”
Thompson, 1992,
20. "We've done all right so far." 40. . . . silence. . . HarperCollins Publishers
7. While the defining measurement of
(old world) was weight – … – the
defining measurement of the
globalization system is speed – speed
of commerce, travel, communication
and innovation
Thomas L. Friedman, “The Lexus and Olive Tree”
Flattening
crafting innovation together
World
… And we don’t even realize it …
8. Complexity in a
Flattening World
Rapid Explosion Human Processing Limits
of Complexity (The Magic Number 7 ± 2)
Framing Limits
Confidence
Connections create Value and Dependencies
Number of alternatives
crafting innovation together
create complexity
Time pressure Future is approaching us Faster than History is
Need for analysis leaving us!
Information de-coherence Increasing distance between user requirements
Connections of what they really need versus what they want.
Networks With every choice we make today we Kill
many possible futures
9. Competitive Advantage- Over Ages
How Fast
Co-Create
Extent of Connectedness
How Fast
Innovate
How much
Actionable
How much Knowledge
crafting innovation together
and Quickly
can be
How much Informed
How much of
Agricultural
can be In the Connected Age –
produced
land and Co-Creators will thrive
Natural
Resources
Time
10. Product Development going Global
2006 Businessweek “… most manufacturers understand what
Global Product Development (GPD) is and why it is important but
few really understand how to make it successful”.
The commercial Teams around the globe work
value proposition together to conceive, design and
develop new products.
• Leverage the Globe
• Time to market (24x7
crafting innovation together
Enterprise)
• Cost,
• Innovation
• Quality/ Robustness
Copyright Navneet Bhushan 2007
11. … Product Development going
Global
FROM TO
Co-located teams Globally dispersed
Cross-functional Culturally un-adjusted
interactions, Non-e-mail
Informal collaborations communication
minimized
crafting innovation together
High bandwidth
communications (face to Physically unaware
face discussions) teams
“Fuzzy front end” of New Product Spread over thousands
Development amplified in Global of miles to collaborate
Product Development Scenarios on new product
development
Copyright Navneet Bhushan 2007
12. New world needs new ways …
Old World
centralized control
centralized management Winners in the New World
how to assign work
how to align Lean Thinking -Toyota –
how to control Lean Product Development
Inventive Thinking/ Design
crafting innovation together
Thinking using TRIZ
The realization that so called managerial Systems Thinking/ Holistic
control is a myth in a self-organizing and Thinking
continuously evolving enterprise has not yet Artful Making
sunk in most of the enterprises.
Learning Organizations
Open Innovation
Copyright Navneet Bhushan 2007
14. Black Swan – The impact of
the highly improbable
• “I cannot accept a pretense of
science. I much prefer a
sophisticated craft, focused on
tricks, to a failed science looking
for certainties” Nassim Nicholas
Taleb
crafting innovation together
15. PASSION ….. Is the new Skill for the
New World …
crafting innovation together
16. In 2005, Survey of 86000 employees working
for large and medium-sized companies in 16
countries
crafting innovation together
18. CREATING WEALTH ……..
• The Ongoing Wealth Revolution
• Explosion of Prosuming – The unpaid work all of us do
• Wealth System – Money economy enmeshed with
Prosumer economy
crafting innovation together
• The Ancient Wisdom – wealth beyond barest self-
sufficiency is UN-NATURAL (Aristotle)
19. Industrial "Success" Curve
4
3000 Raw Ideas (unwritten)
Log 10 of Number of Ideas
Stevens and Burley – Research and
3 Technology Management May 1997 .
300 Ideas Submitted
2
125 Small Projects
crafting innovation together
9 Significant Developments
1
4 Major Developments
1.7 Launches I Success
0
0 1 2 3 4 5 6 7 8
Stage of NPD process
25. 3 Conditions for Learning
Low Threat and
High Challenge
Relaxed Alertness
Orchestrated
Immersion Active Processing
crafting innovation together
Experiences
processed as
In Multiple, the basis of
Complex, Meaning
Authentic
Experiences
28. • The brain is a complex adaptive system.
• The brain is a social brain.
• The search for meaning is innate.
• The search for meaning occurs through patterning.
• Emotions are critical to patterning.
• Every brain simultaneously perceives and creates
parts and wholes.
• Learning involves both focused attention and
peripheral attention.
crafting innovation together
• Learning always involves conscious and unconscious
processes.
• We have at least two ways of organizing memory.
• Learning is developmental.
• Complex learning is enhanced by challenge and
inhibited by threat.
• Every brain is uniquely organized
http://www.brainconnection.com/topics/?main=fa/brain-based3
29. • Chaotic Dumbness (High Threat, Low Challenge)
– Comply with this or else…
– Constant use of “Killer Phrases” to destroy new ideas
• Automated Disjointedness (Delegation, Hands Off)
– Follow the process, don’t worry about anything
– Processes above people – Right processes Mandated will create
results
crafting innovation together
– “Skill Set” based work assignment
• Passive Analysis (Data Collection, Historical Data Analysis)
– Give me all the data that has been accumulated – I will analyze
and give you Insights
– Quantify – if you cant quantify you don’t really know?
– We will do a Quarterly Analysis to provide you results
30. From Chaotic Dumbness to Relaxed Alertness
From Automated Disjointedness to Orchestrated Immersion
crafting innovation together
From Passive Analysis to Active Processing
35. Emergence can not be pre-
conceived
crafting innovation together
Re-conceiving everything in response
to what team sees as newly possible
with each passing movement of
rehearsal, as a result of each new
thing tried
41. What is Value?
• Customer defined
• Opaque
• Contextual
• Multidimensional
• Tradeoff
• Relative
• It is a Mindset
crafting innovation together
“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
pricings” Prof Mohanbir Sahney
46. What is Lean? – A Global Optimizer
Muda
(Waste)
Mura Muri • Lean enables Problem Solving
(Variability) (Overburden) • A grassroots productivity
Planning
Aware
Value
multiplier
• Focus: NVA elimination & Value
Maximization
crafting innovation together
• Difficult to imitate – As it Embeds
in
Pull
Value Flow
Stream
Value
46
47. Convergence in Design…How Toyota does it…
How to converge from an initial set of conceptual ideas to one idea
that will become the final Design?
Early Convergence Strategy - Toyota’s Slow Convergence –
Point-Based CE Set-Based CE
Large Design Spaces –
Design Critical Integration of Sets
Chose
Space n Analysis
crafting innovation together
Design
Modificati “ELIMINATE
on “DESIGN
WEAKEST
CHURNING”
ALTERNATIVES”
47
48. Principles that Stick
7 Principles that Stick
Plan your Project and Project your Plan
Collaboration is the key and it has two parts
Cooperation and Elaboration
Identify and Exploit Concurrency where ever you
can
Wait Times are Waste Times
crafting innovation together
Crisis Avoidance is an order of magnitude more
profitable than Crisis Management
Best time to detect and respond to an
error/defect/bug/mistake is while it is being
created
Decisions made in the value stream and Handoffs in
value stream are main stream decelerators
49. Embedding Lean in your Company
• Facilitated Kaizen Blitz’s will help the project teams to see the
benefits
– 5-10 Kaizen Blitz
• 5-10 Lean Projects
– Each project is of 6-8 weeks duration
– Some projects will fail
– Take the learning forward
crafting innovation together
• Set-up the Lean organization to research , experiment and
explore
– Lean Success will Spread
– More PMs will start looking for Lean
– PLEASE DO NOT MANDATE! Then Surely Lean Will Fail
52. LIST – INVENTIVE THINKING
HOW TO INVENT, UNDERSTAND and
SOLVE PROBLEMS – How to Innovate
TRIZ - Theory of
crafting innovation together
Inventive Problem Solving
53. TRIZ was founded in 1946 by a Russian engineer and
scientist,
Genrich S. Altshuller
(Oct.15 1926 - Sept. 24,1998)
The development of TRIZ
involved thousands of engineers,
took more than 50 years and
included the analysis of millions
patents worldwide.
crafting innovation together
Altshuller formulated main postulates of TRIZ:
The evolution of engineering systems is not a random process, but obeys certain laws;
Products/processes evolve towards the increase of perfection (ideality) by elicitation and
overcoming technical and physical contradictions.
54. A Brief History of TRIZ
TRIZ – Inventive Problem Solving by Altshuller
• 1946 Patent Officer
in Russian Navy Teoriya Resheniya Izobreatatelskikh Zadatch
• Discovered patterns
in patents,
World’s best ideas
published paper. A situation like mine World
in this situation
Sent to Gulag (Abstraction) Knowledge
Access (Access)
• 1954 released, Base
analysed 2,500,000 Abstraction Specific
patents
My specific situation My specific solution
• Identified what Evaluate
crafting innovation together
Me / my company
makes a successful
patent
• 1956-1985 TRIZ
formulated
• Same Problems and Solutions appear again and again but in different industries
• There are a series of recognizable Technological Evolution paths for all industries
• Innovative solutions used theories outside their own area/industry
• The most powerful solutions uncover and eliminate contradictions
56. Questions that TRIZ asks you…
1. What is my Ideal Final Result – How can
I achieve the functionality without A
spending any resources or cost B
2. How the problem/situation/system looks
in time and space coordinates C
3. Am I using all the existing resources or
potential resources to the fullest
4. What is the main useful function I need
crafting innovation together
Plain Forest Coal
to deliver. What are various ways in
which I can deliver the function
5. How others have solved the same Tree
Seed Timber
problem in the past
DNA Fruit Pie
57. Traditional Approach Vs Systems
Approach
– Fragment the whole – Multiple Solutions for the
(problem) into parts same objective
– Specialist for each part – Context Specific
– Optimal/perfect solution Appropriateness
crafting innovation together
for each part – “Choice” based on available
– Assemble back the parts to information
obtain “optimised” solution – Fallibility of the Decision-
for the whole (problem) maker
Copyright Navneet Bhushan 2007
58. Systems Thinking
• Enables us to discover trends and patterns
• How they interact over time
• Helps in analysing reality objectively,
• Identify the structures that underlie complex situations
• Enables us to understand and respond to the dynamics of strategic leverage
points
crafting innovation together
Copyright Navneet Bhushan 2007
59. Four Tools/Methods/Methodologies
TRIZ – Theory of Inventive Problem Solving Algorithm
for Ideation/
There are universal principles of invention that are the basis for creative
innovations that advance technology which TRIZ has identified and codified Problem Solving
through analysis of millions of Patents, these are available for making the
process of invention more predictable. http://www.triz-journal.com
AHP – Analytic Hierarchy Process Multi Criteria
Decision Making
A powerful and flexible decision making process to help people set priorities and
make the best decision when both qualitative and quantitative aspects of a
decision need to be considered. It helps in generating consensus amongst a group
crafting innovation together
of experts. Saaty TL (1980) The Analytic Hierarchy Process, McGraw-Hill, New York
Analyzing
DSM – Design Structure Matrix the Dependencies
System Analysis and Project management tool http://www.dsmweb.org
Six Thinking Hats – Edward de Psychological
Bono Method for
Copyright Navneet Bhushan 2007
directed Thinking
60. Idea Crafting
Idea
Generation
Situation
Assessment TRIZ Six Hats
Idea Clustering –
Solutions
crafting innovation together
Generation
DSM AHP
Solution
Implementation
Solution
Evaluation
Copyright Navneet Bhushan 2007
64. Crafitti Consulting: Background
• Crafitti is an innovation research and consulting firm and facilitates innovation in
business, science and technology contexts
• Crafitti is currently incubated at the NSR centre for Entrepreneurial Learning at IIM
Bangalore
• Navneet Bhushan and Karthikeyan Iyer, the founding directors of the firm, have close
to 30 years of collective industry experience and have been focused on researching
crafting innovation together
and facilitating innovation in diverse enterprise contexts over the past decade
• Crafitti’s frameworks are a distillation of this experience and provide a potent platform
to accelerate innovation in contexts as diverse as building innovative business
strategies, conceptualizing and designing new breakthrough products and services,
designing technological alternatives, intellectual property portfolio management,
process innovation and embedding innovation DNA in organizations.
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65. Key Spheres of Influence
Embedding Innovation
Enabling open DNA , Technology and
innovation, Technology Industry & business strategy,
and business evolution Ecosystem process productivity and
research value generation, IPR
advisory services, Patent
analysis and portfolio
Organization management
crafting innovation together
Idea generation,
People Problem solving,
Lean Thinking, Decision making
Systems Thinking, Continuous learning
Value Crafting,
Design Thinking,
Inventive Thinking,
Decision Crafting
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