Tse idea generation_ evaluation_2014

Idea Generation
& Evaluation
The Smart Entrepreneur

• Successful entrepreneurs don’t just have ‘Eureka’ moments; they
seek out opportunities... but also reshape and refine them
• Opportunities frequently come from unsolved problems
• Good ideas and solutions come from the imagination
• But still need to be evaluated and often revised against some
objective criteria
Idea Generation
Copyright of Bart Clarysse and Sabrina Kiefer

A structured way to enable unstructured thinking
The ‘Keep on Moving’ process, (source: Lumsdaine & Binks, 2003)
1. Problem Observation
2. Problem Definition
3. Idea Generation
4. Idea Synthesis
5. Idea Evaluation
6. Solution Implementation
Each stage in the process requires a different mindset (source: Herrmann, 2003)
1. Explorer
2. Detective
3. Artist
4. Engineer
5. Judge
6. Producer
You can refer to the ‘Thinking Styles Test’ in the IED Dashboard to determine
your team members’ typical mindsets See diagram on next slide
Using the six-stage creative problem solving
process

Six-stage creative problem solving – using different
mindsets
(Follow the arrows from the centre outward)

• This exercise will help you to devise a business idea that meets a
true stakeholder demand/need by addressing an identified problem
» It’s not enough to generate an idea, you also need to evaluate it (and
perhaps improve it)
• This method can help your team combine curiosity, imagination,
creativity and analysis by moving through different stages of thinking
• It helps you evaluate several ideas against the same set of criteria,
so it is more effective than a random list of ‘pros and cons’
• That way it is also more convincing to external stakeholders.
Why do this exercise?

The Explorer Mindset
OBSERVE the problem space you would like to solve with your venture
idea
Is it a significant REAL problem? For example:
• Does a sizeable group of people have this problem today, or is it just a
personal peeve of yours and a few people?
• Would it be a priority for people to solve this problem, or is it just a minor
nuisance that most people can quickly forget?
• Would such people/groups spend money or make a real effort to solve it?
• Is anyone already trying to solve it? Are current solutions inadequate?
• Is the problem likely to grow in the future?
What is the larger context of the problem?
• Is it part of a trend?
Stage 1 – Problem Observation

Stage 2 – Problem Definition
The Detective Mindset
IDENTIFY the root causes of the problem
• Aim to reduce the problem to 1-3 focal causes
Tip – keep asking what lies behind each cause, e.g, air pollution 
traffic congestion  lack of car sharing  too much trouble to organise
 difficult to find people to share with  time constraints and lack of
information resources …….
 Which types of people have this problem, when, where?
Possible ways to get INSIGHT into causes
• Empathic design research
• Interview Expert witnesses
Summarise: What is it? Who has it? Where, When, Why?
Produce a Problem definition statement

Problem Definition statement should be
• Connected to one of the root causes
• Short, specific, expressed as a goal to solve the problem
Tips – It may be best phrased as a question
– Linking to the ‘Who, what, when, where” may help you find
specific solutions, e.g.:
• “How can we encourage car sharing?” – very vague!
• “How can we make it easier or more convenient for
professionals living in cities with no metro system to share
transportation on weekdays?
How to get it right

The Artist Mindset
Use a Brainstorming session
– Generate as many solutions as possible
– Wild, odd or humorous ideas welcome – whatever comes to mind can
lead to further ideas
– ‘Hitchhiking’ on the back of each others’ ideas is encouraged, e.g.:
– “People who share cars could get discounts at local restaurants”
– “People who share cars could also get a discount on insurance and
maintenance”
– “Maybe a local company should own the cars, take care of the insurance
and maintenance, and people just rent the cars when needed?”
– No criticism or judgement of any idea is allowed at this stage
Stage 3 – Generating Solutions

1. Breaking away from the logical and rational
Tip – start with random words and relate to problem
Tip – change context , e.g, weightlessness, frictionless, time travel
Tip – use pictures to stimulate ideas
1. Help each other to think freely
Tip – laugh with, not at each other!
Key Challenges – Stage 3

The Engineer Mindset
•Focus on Purpose, Quality and Better Ideas
•Think of how to make wild ideas more practical
• Cluster ideas into categories
‒ For instance, if you’ve used post-it notes, group them into different sets
•Synthesise/merge complementary ideas into combined solutions
•Stay positive – continue to avoid judgement
Stage 4 – Creative Idea Synthesis

1. Categorisation
Tip – use post-it notes that you can move around on your idea chart
Tip – organise the ideas under themes
Tip – be flexible – don’t force fit
1. Synthesis
Tip – start with a single idea and build up from the rest

The Judge mindset
Now you can begin to consider the merits or demerits of each idea in a
methodical way
‒ Identify the criteria that the solution must satisfy
» This depends on the stakeholders’ needs, not your preferences!
» Imagine the entire context – other factors to consider
» Sources of info: Empathic design research, Expert witnesses
‒ Score the suggested solutions according to these criteria
‒ Create a series of Advantage/Disadvantage matrices (see next
slides)
Judging the Best Solution

Judging – Advantage/disadvantage matrix 1
Criteria
(below are just examples, find
the relevant criteria for your
situation!)
Concept
1
Concept
2
Concept
3
Barriers to Acceptance - - +
Cost - + -
Infrastructure - + -
Scoring: mark a ‘+’ where a concept/solution offers an advantage
with respect to a criterion, and ‘–’ where it presents a disadvantage

Revised Criteria Concept
2
Concept
3
Barriers to acceptance by industry - +
Barriers to acceptance by local government + +
Barriers to acceptance by public - -
Cost - -
Infrastructure - -
Concept 1 has no advantages, so it is discarded. One of the criteria
is then elaborated to better differentiate concepts 2 and 3
•for instance by considering different types of stakeholder
•or some other refinement which applies to your case

Revised Criteria Modified Concept 3
Barriers to acceptance by local
government
+
Barriers to acceptance by public +
Net cost to local government +?
Net cost to public +
Infrastructure for local government +?
Infrastructure for public +
Concept 3 offers the most advantages;
•now break down the criteria into more detail to analyse this solution
further

1. Criteria selection:
Tip – imagine trying to use a solution in practice
1. Removing negative aspects:
Tips – borrow from other solutions in your brainstorm
– borrow from solutions in other sectors

The Producer Mindset
Dedicated plan
Potential problem analysis
Identifying sources of resistance:
Tip – Undertake a stakeholder analysis. Who would resist your solution and
why?
Sources of insight: Expert witnesses, Value chain analysis
Stage 6 – Implementing the Solution

Example – HR services group
– Problem Observation and Definition
“We have a lot of employee turnover”
Young people don’t remain interested enough to stay with us
for longer than 2 years.
Notice the use of “Who, what, why, when” which makes the
problem clearer

Young people don’t remain interested enough to stay with us for longer than 2
years
Brainstorm
Creative Idea Generation
Recruiting only
older people
Giving a
company-car
Recruiting less-
ambitious people
‘Change of job’
withing the
organisation
Paying more
money
Offering
interesting
education
Working with
bonus-system
Making a brand
people are proud
to work with
...

Idea Synthesis
Young people don’t remain interested enough to stay with us for longer
than 2 years
•Categorise the solutions
Young people don’t
remain interested
enough to stay with us
for longer than 2 years
RENUMERATION
ENVIRONMENT
JOB CONTENTRECRUITMENT
• Job-rotation
• Setting clear goals
• Giving some choice in
job-content
•…
•Creating a strong brand
•Giving people jobs close to home
•Creating a nice environment
•…
• Giving a company car
• Giving bonusses
• …
• Recruiting only non-starters
• Recruiting less ambitious people
•…

Idea Judging - choosing the best solution
Young people don’t remain interested enough to stay with us for longer
than 2 years
• Identify the important criteria and compare the solutions
Young people don’t
remain interested
enough to stay with us
for longer than 2 years
RENUMERATIONENVIRONMENT JOB CONTENTRECRUITMENT
• Job rotation
• Setting clear goals
• Giving some choice in
job content
•…
FEASIBILITY
COST TO IMPLEMENT
EFFICIENCY
…
+ + ++ ++
+ -- + +
- + -- ++

• The six-stage creative problem solving process is a tool that allows you to
both generate and evaluate a range of ideas – against the same set of
criteria (better than random lists of ‘pros and cons’).
• You can use this tool to help you pinpoint the best business ideas and
applications in response to problems or trends.
• You can also use it or parts of it at any stage in your business case
development, when you need to make a new decision, solve a problem, or
evaluate alternative courses of action.
• Your team might find it useful to take the ‘Thinking Styles Test’ in the IE&D
Toolbox, based on the Hermann model, to see which mindsets come most
naturally to which members.
Conclusion and deliverables

Clarysse, B. and Kiefer, S., 2011. The Smart Entrepreneur. London: Elliot
& Thompson, Ch. 2.
Lumsdaine, E. and Binks, M., 2003. Keep on Moving: Entrepreneurial
Creativity and Effective Problem Solving. McGraw-Hill.
Lumsdaine, E. and Binks, M., 2005. Creative Problem Solving Workbook.
University of Nottingham Institute for Enterprise and Innovation.
Hermann, N., 1995. The Creative Brain. The Ned Hermann Group.
Hermann, N., 1996. The Whole Brain Business Book. McGraw-Hill.
References and further reading

Tse idea generation_ evaluation_2014

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