Посты с тэгом: creativity method

Innovation Training: The Leadership Elixer

Published date: March 23, 2015 в 12:02 pm

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Training programs, by design, are meant to provoke and cause changes. Changes can be in the skills, attitudes, behaviors, or knowledge of the participants. For leadership training programs, the ability to “think differently” seems to be at the top of many companies’ list of priorities.
So how do you think differently and creatively? By using cognitive thinking tools that re-pattern how you see situations and potential opportunities. It is the Holy Grail, the magic elixir that can transform a talented leader into a great one.
The good news is that humans follow patterns in many domains including creativity. Research by Dr. Jacob Goldenberg suggests that or thousands of years, inventors have embedded five simple patterns into their inventions, usually without knowing it. These patterns are the “DNA” of products that can be extracted and applied to any product or service to create new-to-the-world innovations.
The five patterns are:

  • Subtraction: Innovative products and services tend to have had something removed, usually something that was previously thought to be essential to use the product or service. The original Sony Walkman had the recording function subtracted, defying all logic to the idea of a “recorder.” Even Sony’s chairman and inventor of the Walkman, Akio Morita, was surprised by the market’s enthusiastic response.
  • Task Unification: Innovative products and services tend to have had certain tasks brought together and “unified” within one component of the product or service, usually a component that was previously thought to be unrelated to that task. Crowdsourcing, for example, leverages large groups of people by tasking them to generate insights or tasks, sometimes without even realizing it.
  • Multiplication: Innovative products and services tend to have had a component copied but changed in some way, usually in a way that initially seemed unnecessary or redundant. Many innovations in cameras, including the basis of photography itself, are based on copying a component and then changing it. For example, a double flash when snapping a photo reduces the likelihood of “red-eye.”
  • Division: Innovative products and services tend to have had a component divided out of the product or service and placed back somewhere into the usage situation, usually in a way that initially seemed unproductive or unworkable. Dividing out the function of a refrigerator drawer and placing it somewhere else in the kitchen creates a cooling drawer.
  • Attribute Dependency: Innovative products and services tend to have had two attributes correlated with each other, usually attributes that previously seemed unrelated. As one attribute changes, another changes. Transition sunglasses, for example, get darker as the outside light gets brighter.

Using these patterns correctly relies on two key ideas. The first idea is that you have to re-train the way your brain thinks about problem solving. Most people think the way to innovate is by starting with a well-defined problem and then thinking of solutions. In our method, it is just the opposite. We start with an abstract, conceptual solution and then work back to the problem that it solves. Therefore, we have to learn how to reverse the usual way our brain works in innovation.
This process is called “Function Follows Form,” first reported in 1992 by psychologist Ronald Finke. He recognized that there are two directions of thinking: from the problem-to-the-solution and from the solution-to-the-problem. Finke discovered people are actually better at searching for benefits for given configurations (starting with a solution) than at finding the best configuration for a given benefit (starting with the problem).
The second key idea to using patterns is the starting point. It is an idea called The Closed World. We tend to be most surprised with those ideas “right under noses,” that are connected in some way to our current reality or view of the world. This is counterintuitive because most people think you need to get way outside their current domain to be innovative. Methods like brainstorming and SCAMPER use random stimulus to push you “outside the box” for new and inventive ideas. Just the opposite is true. The most surprising ideas (“Gee, I never would have thought of that!”) are right nearby.
We have a nickname for The Closed World…we call it Inside the Box.

Daylight Savings Time: Innovation Past Its Prime

Published date: March 9, 2015 в 3:00 am

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Daylight savings time is a great example of the Division Technique, one of five in the innovation method called SIT, short for Systematic Inventive Thinking. Division works by taking a component of a product or the product itself, then dividing it physically or functionally and rearranging it back into the system.
Daylight savings time is the result of taking the standard day, dividing it and shifting it to “appear” an hour off from standard time. It’s a great idea except for one problem – the benefit of this innovation is no longer realized. Daylight savings served a purpose early in its history, but is obsolete today. Here is a nice summary of the issues from Atlantic magazine:

As most people no doubt noticed given that they were robbed of an hour of sleep, Sunday marked the beginning of Daylight Saving Time in the United States, Canada, and several other countries and territories in North America. For morning people, Daylight Saving is a drag, depriving them of an hour of tranquil morning light. But for others, “spring forward” brings with it the promise of long, languid afternoons and warmer weather.
Like millions of other Americans who have slogged through an uncomfortably cold winter, I’m looking forward to the change of season. But Daylight Saving Time is an annual tradition whose time has passed. In contemporary society, it’s not only unnecessary: It’s also wasteful, cruel, and dangerous. And it’s long past time to bid it goodbye.
But does Daylight Saving Time actually make much of a difference? Evidence suggests that the answer is no. After the Australian government extended Daylight Saving Time by two months in 2000 in order to accommodate the Sydney Olympic Games, a study at UC Berkeley showed that the move failed to reduce electricity demand at all. More recently, a study of homes in Indiana—a state that adopted Daylight Saving Time only in 2006—showed that the savings from electricity use were negated, and then some, by additional use of air conditioning and heat.
The simple act of adjusting to the time change, however subtle, also has measurable consequences. Many people feel the effects of the “spring forward” for longer than a day; a study showed that Americans lose around 40 minutes of sleep on the Sunday night after the shift. This means more than just additional yawns on Monday: the resulting loss in productivity costs the economy an estimated $434 million a year.

To get the most out of the Division technique, you follow five basic steps:
1. List the product’s or service’s internal components.
2. Divide the product or service in one of three ways:
Functional (take a component and rearrange its location or when it appears).
Physical (cut the product or one of its components along any physical line and rearrange it).
Preserving (divide the product or service into smaller pieces, where each piece still possesses all the characteristics of the whole).
3. Visualize the new (or changed) product or service.
4. What are the potential benefits, markets, and values? Who would want this, and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge?
5. If you decide you have a new product or service that is indeed valuable, then ask: Is it feasible? Can you actually create this new product or perform this new service? Why or why not? Can you refine or adapt the idea to make it more viable?

The Power of Patterns That Guide Our Thinking

Published date: December 1, 2014 в 3:00 am

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Could creativity be as simple as following templates? In 1914 psychologist Wolfgang Köhler embarked on a series of studies about chimpanzees and their ability to solve problems. He documented the research in his book The Mentality of Apes. In one experiment, he took a newborn chimp and placed it in an isolated cage, before the newborn saw or made contact with other chimps. He named her Nueva.
Three days later, researchers placed a small stick in the cage. Curious, Nueva picked up the stick, scraped the ground, and played with it briefly. She lost interest and dropped the stick.
Ten minutes later, a bowl of fruit was placed outside of her cage, just out of Nueva’s reach. She reached out between the bars of the cage as far as she could, but to no avail. She tried and tried, whimpering and uttering cries of despair. Finally, she gave up and threw herself on her back, frustrated and despondent.
Seven minutes later, Nueva suddenly stopped moaning. She sat up and looked at the stick. She then grabbed it and, extending her arm outside of the cage, placed the end of the stick directly behind the bowl of fruit. She drew in the bowl just close enough to reach the fruit with her hand.
Köhler described her behavior as “unwaveringly purposeful.” Köhler repeated the test an hour later. On the second trial, Nueva went through the same cycle as before—displaying eagerness to reach the fruit, frustration when she couldn’t, and despair that caused her to give up temporarily—but took much less time to use the stick. On all subsequent tests, she didn’t get frustrated and didn’t hesitate. She just waited eagerly with her little innovation in hand.
Three-day-old Nueva created a tool using a time-honored creativity template, one of many used by primates—including man—for thousands of years. That template: use objects close by to solve problems. Once she saw the value in this approach, Nueva began using it over and over again.
Patterns play a vital role in our everyday lives. We call them habits, and, as the saying goes, we are indeed creatures of them. Habits simplify our lives by triggering familiar thoughts and actions in response to familiar information and situations. This is the way our brains process the world: by organizing it into recognizable patterns. These habits or patterns get us through the day—getting up, showering, eating breakfast, going to work. Because of them, we don’t have to spend as much effort the next time we encounter that same information or find ourselves in a similar situation.
Mostly, without even thinking about them, we apply patterns to our everyday conventions and routines. But certain patterns lead to unconventional and surprising outcomes. We especially remember those patterns that help us solve problems. Patterns that help us do something different are valuable. We don’t want to forget those, so we identify them and “codify” them into repeatable patterns called templates. You could say that a template is a pattern consciously used over and over to achieve results that are as new and unconventional as the first time you used it.
Even chimpanzees like baby Nueva can follow templates once they see the value. She used the stick to retrieve the fruit. Her template became “use objects close by for new tasks.” In fact, apes are quite good at this particular template; as Nueva did intuitively, they constantly use objects in their environment for unconventional ends. For example, they place sticks inside anthills so that ants crawl onto the stick for easy eating. Dr. Köhler’s research showed that apes not only find indirect, novel solutions but also overcome their habitual tendency to use direct approaches. They “repattern” their thinking. They generalize the pattern so that it becomes usable in a variety of scenarios.
Patterns boost our creative output no matter where we are starting from on the creativity scale.

Innovation Sighting: Task Unification in Kitchenware

Published date: October 27, 2014 в 3:00 am

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Many “wearable tech” devices measure the calories you burn in a day. But weight watchers know that’s only half the equation. You also need an accurate count of calories consumed. Now a new device will do just that. It’s called Vessyl, a cup that will not only identify and track what you drink and how much of it, but also sense the liquid type. It will transform how we consume every ounce of liquid throughout the day.
As reported by CNET:

“Caffeine and sugar amounts, alongside calorie count and a proprietary metric for hydration called Pryme, are tracked through an app on your phone, and bits of that information are also displayed on a screen embedded within the cup itself. The display glimmers to life only when new liquids are poured in to notify you that, yes, you are drinking coffee — and here’s how much caffeine that particular brew will put into your system. A small pillar of light also tells you how drinking that particular amount of that particular liquid will hurt or help your level of hydration as well.”

It’s a great example of the Task Unification Technique, one of five in the innovation method, Systematic Inventive Thinking. Task Unification works by assigning as additional task to an existing resource.

Let’s extend the concept and imagine putting the technology in other kitchenware such as plates, knives, forks, and spoons. For example, what if your plate was divided into sections for different types of food (meats, vegetables, and so on). The plate could weigh and detect the quantity and type of food to measure calories. Perhaps it could recommend optimal amounts of food based on calories burned during the day. Or imagine a fork that sticks in food and measures the fat and calorie content. Now you’d have a way to truly balance your intake and outtake to reach those elusive weight goals.
To get the most out of the Task Unification technique, you follow five basic steps:
1. List all of the components, both internal and external, that are part of the Closed World of the product, service, or process.
2. Select a component from the list. Assign it an additional task, using one of three methods:

  • Choose an external component and use it to perform a task that the product accomplishes already
  • Choose an internal component and make it do something new or extra
  • Choose an internal component and make it perform the function of an external component, effectively “stealing” the external component’s function

3. Visualize the new (or changed) products or services.
4. What are the potential benefits, markets, and values? Who would want this, and why would they find it valuable? If you are trying to solve a specific problem, how can it help address that particular challenge?
5. If you decide the new product or service is valuable, then ask: Is it feasible? Can you actually create these new products? Perform these new services? Why or why not? Is there any way to refine or adapt the idea to make it viable?

What China Must Do to Innovate

Published date: October 27, 2014 в 3:00 am

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Innovation is an essential ingredient to the growth and success of China’s economy. The use of methods such as Systematic Inventive Thinking will accelerate that growth. But where should China focus its innovation efforts? Professors George Yip and Bruce McKern make the case that China should focus on the following:

  • Cost innovation: Cost innovation occurs when changes in the product design, production or delivery process, technology or materials result in reduction in production or delivery costs. Using Systematic Inventive Thinking (SIT), the Task Unification Technique tends to produce ideas that are resourceful and cost effective.
  • Process innovation: Process innovation occurs when a company creates a new process for producing or delivering an existing product or service. In China, much process innovation seeks to reduce the cost of production. For process innovation, the Division Technique helps break structural fixedness and create new, transformational processes.
  • Application innovation: Application innovation occurs when existing products (or services) or technologies are combined in a new way to produce a new product. The humble but ubiquitous sandwich, and also the credit card, are classic examples. The Task Unification Technique forces the innovator to consider ways that existing resources can take on additional jobs, leading to clever new applications.
  • Supply chain innovation: While China has become critical in the global supply chains of foreign companies, supply chains inside China still have much room for improvement. Infrastructure is needed to catch up with the country’s very rapid growth. Here, the Subtraction Technique forces the mind to remove essential elements of a supply chain to help see new opportunities and unique replacements for those elements.
  • Product innovation: China has produced relatively few product innovations that are truly new to the world. But based on extensive experience with incremental innovations, Chinese companies are moving from incremental toward radical innovations. The Attribute Dependency Technique is great for taking exisitng incremental innovations and converting them to “smart” products.
  • Technological innovation: China has yet to produce high-impact technology innovations with global significance. But we have seen examples of minor but world class technology being implemented to create innovations. Here again, the Task Unification Technique is especially effective for taking raw technologies and seeking new and novel uses in a wide variety of domains.
  • Business model innovation: In China, most business model innovation has started by taking a Western model, adapting it to China, then further innovating the adaptation. Although Alibaba.com, for example, copied the eBay platform with its competing service Taobao, it quickly overtook eBay, based on its earlier B2B platform experience and innovations to suit the Chinese customer. To innovate a business model, use the Multiplication Technique. It challenges the innovator to consider key parts of the business model in a whole new light.
  • Non-customer innovation: Non-customer innovation occurs when a business is able to serve a customer segment not previously served in this category elsewhere in the world or in a particular country. The so-called “adjacent market” appears attractive as a new source of growth, but these can be distracting. Consider instead applying most or all of the five techniques of SIT to an adjacent space before diving in.

As the professors noted, Chinese companies are adept at exploiting all of these forms of innovation due to their relentless focus on customers, their search for unmet needs, and remarkable speed. Adding in the use of systematic methods of innovation would take China even further.

Can Creativity Be Taught? Insights from Jacob Goldenberg and Others

Published date: September 29, 2014 в 3:00 am

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Can creativity be taught? Here are insights from Professors Jacob Goldenberg, Rom Shrift and others on this seemingly elusive topic (from Knowledge@Wharton, August 27, 2014):

“I think there are individual differences in our propensity to be creative,” says Wharton marketing professor Rom Schrift, “but having said that, it’s like a muscle. If you train yourself, and there are different methods for doing this, you can become more creative. There are individual differences in people, but I would argue that it is also something that can be developed, and therefore, taught.”

Wharton marketing professor Jerry (Yoram) Wind has in fact taught a course in creativity at Wharton for years, and says that “in any population, basically the distribution of creativity follows the normal curve. At the absolute extreme you have Einstein and Picasso, and you don’t have to teach them — they are the geniuses. Nearly everyone else in the distribution, and the type of people you would deal with at leading universities and companies, can learn creativity.”
Does creativity need the right conditions to flourish? Jennifer Mueller, a management professor at the University of San Diego and former Wharton professor who has researched creativity, sees evidence that it does. “Every theorist that exists today on the planet will tell you creativity is an ability that ranges in the population, and I think in a given context, creativity can be shut off — or turned on, if the environment supports creativity.”
In whatever the sector or discipline — product development, exploitation of networks, music or education — creativity shares certain traits, experts say. Jacob Goldenberg, professor of marketing at the Arison School of Business at the IDC Herzliya in Israel, says creativity has more than 200 definitions in the literature. “However, if you ask people to grade ideas, the agreement is very high,” he notes. “This means that even if it is difficult to define creativity, it is easy to identify it. One of the reasons why it is difficult to define is the fact that creativity exists in many different domains.” Still, he says: “Most creative ideas share a common structure of being highly original and at the same time highly useful.”

In Inside the Box: A Proven System of Creativity for Breakthrough Results, Goldenberg and co-author Drew Boyd make the case that all inventive solutions share certain common patterns. Working within parameters, rather than through free-associative brainstorming, leads to greater creativity, the book says. This method, called Systematic Inventive Thinking, has found application at Procter & Gamble and SAP, among others. “We shouldn’t confuse innovation and creativity,” Goldenberg says. “Creativity refers to the idea, not to the system [product, service, process, etc.] that was built around it. For example, online banking is a great innovation, but the idea [of using the Internet to replace the branch] was not creative. It was expected years before it was implemented.”

Similarly, he adds, “cell phone technology is one of the most innovative developments, but the need was defined years before, and we just waited for the technology. In my view, a creative idea that is still changing our lives is the concept of letting users develop the software they need on a platform [that a particular] firm sells: the apps concept. This means that consumers develop and determine the value of the smartphone and tablets.”
This example, Goldenberg says, fits one of the templates for creativity described in Inside the Box: “Where you subtract one of the resources” — such as engineers and marketers — “and replace them with a resource that exists inside a closure (box), in this case your consumers.”
Schrift has used a different template from Inside the Box in his classes: The idea of building a matrix of characteristics of two unrelated products, and creating new dependencies. Such examples, he says, include an air freshener that changes scent every 10 minutes (remixing the concepts of time and fragrance), or a gym with a fee that is structured to increase if you don’t work out enough (fitness and incentive). “A lot of the time, looking for a new dependency gives you a creative idea,” Schrift notes.

Business Innovation Fundamentals: The SIT Course on Lynda.com

Published date: June 9, 2014 в 11:29 am

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Just released! Lean the entire SIT Method on Lynda.com.

Innovation propels companies forward. It’s an unlimited source of new growth and can give businesses a distinct competitive advantage. Learn how to innovate at your own business using Systematic Inventive Thinking, a method based on five techniques that allow you to innovate on demand. In this course, author and business school professor Drew Boyd shares the techniques he’s taught Fortune 500 companies to innovate new services and products. Drew provides real-world examples of innovation in practice and suggests places to find your own opportunities to innovate.

In the bonus chapter, Drew shares insights from his own career and answers tough questions on resistance to innovation, innovation and leadership, and the difference between generating vs. executing innovative ideas.
Topics include:
•    What is innovation?
•    Understanding the myths about creativity and barriers to innovation
•    Understanding the characteristics of innovative products and services
•    Using the five techniques of Systematic Inventive Thinking
•    Creating new services and processes at work
•    Running innovation workshops
•    Involving customers in innovation
•    Mastering innovative thinking

Creating New Opportunities in the Digital Space

Published date: June 9, 2014 в 4:42 am

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The SIT method is great for creating exciting new products and services. But you can also apply these techniques to digital assets.

For example, let’s apply the Attribute Dependency technique to a website. You start by listing the internal and external attributes of the site. You list the attributes, and you create a two dimensional matrix that pairs internal attributes to other internal and external attributes.
Next, select a cell on the matrix and imagine a relationship between the two attributes. For example, “location of visitor” and “graphics,” meaning how the information is displayed on your website. As the location of the visitor changes, the information and graphics that you display on your website changes. Why would that be valuable? In what situations would it make sense to have that relationship in place?
Think about it. Imagine if your customer is browsing your website right inside one of your retail stores. Perhaps you would change the kind of information and graphics you would use to show your products.
What if they were browsing your website from one of your competitor’s stores? Could that change how you display competitive pricing information?
What if your customer is browsing within a healthcare facility, or from an airport, or inside a restaurant? Would it change the products, the prices, or other service elements that you display? It just might.
Applying attribute dependency can make your website responsive and adaptable. It services your clients better by understanding more about them.
Let’s apply this same approach to a social media application. For this example, let’s use Facebook. List the internal and external attributes of a Facebook Page, and create your matrix. Let’s imagine a relationship between “likes” and “wall postings.”  There is no relationship there now, so let’s imagine one. For example, as the number of “likes” increases over a particular period of time, your wall postings change. Why would that be beneficial?
Perhaps you would put different products or special promotions there once you reach a certain level of likes. In other words, you change how you engage with your customers who visit your Facebook page based on how they engage. A relationship between these two attributes would give you a cue to know when it’s appropriate to do something different on your page.
Let’s go further with digital innovation and look at mobile apps and how to apply SIT techniques.
For these, I like to use the Task Unification technique. In that case, we took a component of a product or service and we assigned it the additional job of addressing a specific business issue.
You can do the same thing with mobile apps. We create a virtual product by saying: the App has the additional job of addressing this business issue. The trick is to pick an app that has absolutely nothing to do with the issue now. That’s where you find some surprising innovations.
Let’s do an example. Imagine your company makes a household product that helps get rid of odors in your home. It’s a spray product that you would use to get rid of odors from your cat or dog. Imagine you’re the marketing manager for this product and you want to find creative ways to promote its benefits.
First, find a list of mobile apps. You can find many on iTunes, or a site like this one: Gotoweb20.net.  Pick one of these randomly and plug it into the phrase: the app has the additional job of promoting my product.
Here is an app called Micello. Micello is a provider of comprehensive indoor venue mapping. It’s like Google maps only for in indoor spaces like shopping malls or airports. You imagine this app has the additional job of promoting your spray for pet odors. What would be the benefit? How it would work, and how would it increase brand awareness of your product?
Suppose this technology is used to create an internal map of your home. What if it could also track where your pet spends its time as it moves from room to room. Perhaps the app creates an odor heat map of where the pet has been so that you know exactly where to spray the product.  I love this idea because it’s both functional and it reinforces the brand promise.
Task Unification can help find new uses for existing apps, and it can help you create completely new apps.
Your digital assets are just as important as your products and services. Using the SIT Method will unlock more value for your customers and find new ways to engage them more effectively  through digital channels.

Massive Open Online Course: Innovation and Design Thinking

Published date: September 30, 2013 в 3:00 am

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The University of Cincinnati’s first Massive Open Online Course begins next week, October 7th. The course is free and open to all.

You should take this course because 1. you can do it even while you are traveling, and 2. ALL the content is optional. Just surf the content that is most important for your needs.

The course will help you master the tools necessary to generate new ideas and quickly transform those concepts into a viable pipeline of new products and services. Participants will learn the highly effective method of idea generation called Systematic Inventive Thinking used by many global firms across a wide variety of industries. They will also learn a suite of design thinking tools to take new concepts and put “life” into them. Generating ideas is not enough. Design thinking takes new ideas and sculpts them into market-winning products and services. Participants will learn the mechanics of each S.I.T. tool, and practice the use of each on a real product or service. Additionally, they will learn from a panel of seasoned practitioners and experts in the fields of innovation, new product development, and venture start-up.

The course is taught by two industry-practitioners-turned-academics. Drew Boyd is a 30 year industry veteran. He spent seventeen years at Johnson and Johnson in marketing, mergers & acquisitions and international development. He is co-author of Inside the Box: A Proven System of Creativity for Breakthrough Results. Jim Tappel has over 25 years in industry in the engineering and design. This unique perspective from the commercial/marketing side (Drew) and the engineering/design side (Jim) creates a complete picture of what companies need to do to drive innovation and promote organic growth. Both are now full time faculty members at the University of Cincinnati.

The course features guest videos by practitioners in the field who are
experts in innovation, design, new product development and venture
startup. They are:

  • Cindy Tripp, formerly the Director of
    Global Design Thinking at Procter & Gamble. Cindy led development of
    P&G’s Design Thinking application for business strategy,
    organizational design, commercial and product innovation to generate
    previously unimagined solutions.
  • Doug Ladd, Chief Marketing Officer, EndoChoice, Inc., one of the fastest growing medical device companies in the world.
  • Sally Kay, Principal, Strategic Product Development. Sally has
    extensive experience in innovation as a practitioner (25 years) and a
    consultant with particular focus on the front end of the innovation
    process. She is active in The Product Development & Management
    Association (PDMA) for the last 25 years. She chairs The Outstanding
    Corporate Innovator Award Program.
  • Dr. Michael Clem, Vice
    President R&D – Medical at Kaleidoscope, a leading innovation and
    design firm. Mike is an innovation leader with a successful track record
    of developing and leading teams to deliver winning solutions. He spent
    over 20 years in technology and R&D programs with Johnson &
    Johnson companies.
  • Elizabeth Edwards, CEO at Metro Innovation and
    author of Startup: The Complete Handbook for Launching a Company for
    Less. She is a venture capital and economic development strategist
    focused on helping cities and regions develop stronger entrepreneurial
    ecosystems.

RegisterParticipants who successfully complete the course and enroll as a new student at the University of Cincinnati will receive graduate credits that can be applied toward either an MBA degree from the Lindner College of Business or a Master of Engineering degree through the College of Engineering and Applied Science.

Join us on October 7, 2013 for the start of Innovation and Design Thinking.  Content links will be available approximately one week prior to the course’s start date.  Course will start on October 7 and be completed on November 24.

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