Посты с тэгом: SIT

Master the Method: Innovation Suite 2012

Published date: January 2, 2012 в 3:00 am

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I invite you to join me at Innovation Suite 2012 in New York City February 27 to 29.  Innovation Suite is a 3-day premium training course that teaches:

  • How to apply SIT innovation tools on your specific business issues
  • How to facilitate innovation sessions
  • How to develop an innovation culture in your business

My favorite part about this course: every participant gets a personal SIT facilitator to coach them before and after the course!  Whether you are an experienced SIT practitioner or completely new to the SIT method, this course helps you develop critical new skills on your road to innovation mastery.  
Innovation Suite is an intensive learning experience with other corporate practitioners from around the world.  Here is what one of them said about it:

I am presenting on a range of innovation topics on Day Two including:

  • The Johnson & Johnson Experience: how we managed innovation teams using the SIT method over the last ten years
  • The I.D.E.A. Model: how to select and manage innovation consultants
  • The Innovation Coach:  how to become an essential innovation resource within your company
  • Your Five Innovation Challenges: how to avoid being your own worst enemy

Register here.

The LAB: Innovation for Couch Potatoes (December 2011)

Published date: December 26, 2011 в 3:00 am

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This month’s LAB features a former student of mine, Ryan Rosensweig.  Ryan is the first business-design hybrid from the University of Cincinnati’s College of Design, Architecture, Art, and Planning. He earned his master’s degree in design after completing his bachelor’s degree in marketing, sustainable urban engineering, and interdisciplinary design innovation. As the graduate assistant for Associate Dean Craig M. Vogel, of DAAP’s Center for Design Research and Innovation, Ryan researched educational models for interdisciplinary innovation, the interaction between design methodologies and business strategy.

Take a look at his portfolio here.

I had the pleasure of teaching Ryan how to use Systematic Inventive Thinking when he attended my Innovation Tools graduate course.  The final exam required students to correctly apply all five techniques of S.I.T. to an item assigned to them randomly.

Let’s look at Ryan’s final exam – innovating a couch!

Couch 11.  SUBTRACTION: Removing an essential component

  • Virtual Product:  The frame of the hide-away couch is subtracted.
  • Concept:  The hide-away mattress supported by the arm rests that swing down as the mattress is pulled out (see sketch).
  • Potential Benefits:  Easier to convert to a bed for busy people on the go or people with disabilities.

2.  MULTIPLICATION: Making a copy of a component but changing it in some way

  • Virtual Product:  A couch with two sets of legs; the second set is located on the back of the couch.
  • Concept:  The Lazy Sofa – a couch that rotates forward and backward. As it rotates backward, the legs on the back of the couch support it.
  • Potential Benefits:  Now the couch can face two directions easily.  It does not have to be anchored against a wall.  It is a simple solution that allows more flexibility in large rooms.

Couch 23.  TASK UNIFICATION:  Assigning an additional task to an existing resource

  • Virtual Product:  The family pet has the additional task of pulling out the hide-away mattress.
  • Concept:  A pet-friendly couch that has a small mat underneath that the dog can pull out and lay on.
  • Potential Benefits:  Avoids having the dog sit on the main part of the couch, eliminating dog hair and odor.

4.  DIVISION:  Dividing a product or component either physically, functionally, or preserving (maintaining characteristics of the whole)

  • Virtual Product:  The arm rests physically split in two
  • Concept:  Armrests that automatically open up when the hideaway mattress is pulled out to reveal amenities like a reading light, alarm clock, and so on.
  • Potential Benefits:  Space-saving, convenient, guest-friendly

5.  ATTRIBUTE DEPENDENCY:  Creating (or breaking) dependencies between two internal attributes or an internal and external attribute.

  • Virtual Product:  The older the person sitting, the softer the couch becomes.
  • Concept:  Smart Couch – a sofa that adjusts automatically to the preferences of the person sitting on it.
  • Potential Benefits:  Comfort.

The Remaking of Netflix

Published date: November 28, 2011 в 3:00 am

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Netflix needs urgent change to stop the bleeding and rebuild its business model. It is running out of cash and losing support from customers and shareholders.  Management must re-establish its credibility with bold moves.  Here is a series of steps and techniques to do that.

1.  Reframing:  Use the Subtraction Tool to reframe and see new possibilities.  Make a list of the major components of the company (patents, products, brand, employees, customers, network, etc.).  Now imagine Netflix will merge with a company from another industry.  Create a phrase something like this: “Netflix cannot stream movies to customers, but it has all the other components.  What company has the ideal set of products that would best fit the remaining resources of Netflix?”   For example, would a company in the retail sector have products that would find new growth within the Netflix enterprise? Companies like Path Intelligence might be a good candidate.  Perhaps Netflix could merge with a brick and mortar movie theater company like AMC Entertainment and leverage the strengths of each.  Perhaps Netflix links up with Research in Motion to leverage its proprietary Blackberry network for streaming data.  Use this same approach for all the components, one at a time, to envision new possibilities.

2.  Reverse Assumption:  This technique helps “break fixedness” about assumptions.  List the key business assumptions about Netflix and its industry.  For example:

  • Netflix streams content to customers
  • Consumers want more options
  • Netflix sends DVDs to customers

Reverse the assumptions one by one.  “Customers stream content to Netflix.”  Perhaps the new business model is to offer a service allowing customers to stream information to Netflix which is then re-streamed to others.  Perhaps Netflix uses its streaming skills to enter the business-to-business market, servicing banks or other companies that need to move digital content in a unique way.  Perhaps customers send DVDs to other customers instead of sending it back to Netflix, saving time and money.

The Voice of the Brand

Published date: November 21, 2011 в 3:00 am

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Most people are surprised to hear that five simple patterns explain the majority of innovative products and services.  Jacob Goldenberg and his colleagues discovered this surprising insight.  It is similar to the notion of TRIZ which is a set of patterns for solving problems.  Innovative products share common patterns because their inventors unknowingly followed them when generating new product ideas.  These patterns become the DNA of products.  You can extract the DNA and implant it into other products and services to create new innovations.  We call it The Voice of the Product.

Are there more than five patterns?  Most certainly.  Highly creative people like musicians and artists use templates in their creations.  Even products invented serendipitously have a pattern embedded in them.  Many products are invented accidentally.  Serendipity led to the microwave oven, corn flakes, Teflon®, penicillin, fireworks, Viagra®, chocolate chip cookies, and the most famous of all accidents…the Post-it® note.  The problem with serendipity is it’s not predictable.  It is not an innovation method one would count on for corporate growth.  But there is value in serendipity if you can unlock its hidden secrets.  Every serendipitous invention can be reduced to a heuristic and ultimately to an algorithm or pattern.  We call it The Voice of Serendipity.

What other voices are out there?  Take brands, for example.  A well-developed brand has a unique personality, sort of a code of attributes.  That code is a pattern that could be reapplied to products and services to help discover new benefits and opportunities.  Like the other voices, The Voice of the Brand can be leveraged for innovative thinking.

Consider the following brand attribute model:

The LAB: Innovating the Pricing Process (November 2011)

Published date: November 14, 2011 в 3:00 am

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Setting prices on new products and services is one of the most challenging roles in marketing. Pricing mistakes are costly, yet it’s one of the most tempting tools to use when trying to generate revenues.  Fortunately, methods like Value Based Pricing and frameworks like The Big Picture make the job easier.

What if you wanted to explore more innovative ways to set prices?  Applying the SIT innovation patterns would create new insights and options. The SIT patterns help break fixedness – the tendency to limit the way we see things to what we know.  These patterns are innate to all of us.  We just need to “extract” them from within and deploy them in a systematic way.

For this month’s LAB, we will apply SIT to pricing.  While there are many methods and schools of thought around pricing, the SIT templates should apply to any of them. I would do the following.

The Path of Most Resistance

Published date: November 7, 2011 в 3:00 am

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The best innovations arise by following the path of most resistance, not least resistance.  As Amnon Levav at SIT writes, “In nature, water cascading down a mountain follows the path of least resistance – the easiest route to arrive at its final destination.  In thinking, too, our minds tend to take the path of least resistance – those avenues that are familiar to us.  So doing, it is difficult to arrive at ideas that are new to us or to our competitors.”

Two principles of consumer behavior* account for this.  The Principle of Cognitive Efficiency says that individuals are unlikely to expend any more cognitive effort than necessary to attain the objective they are pursuing. Thus, they use the procedure or judgmental criterion that is easiest to apply.   The Principle of Knowledge Accessibility says that individuals typically use only a small subset of the relevant knowledge they have acquired as a basis for comprehending information, generally the knowledge that comes to mind most quickly and easily.

In other words, people stick to what they know and what’s easiest to process.  The good news is that people can be trained to recognize this phenomena and shift over to the path of most resistance – where the most exciting ideas are waiting to be imagined.

How do you recognize it?  Look for laughter.  When something is funny, it means two previously unrelated themes suddenly collided to create an absurdity.  For innovation practitioners, laughter during workshops is both a blessing and a curse.  It is a blessing because it signals a moment when participants have encountered a truly odd and unfamiliar configuration.  That means innovation is “right around the corner.”  But laughter derails innovation if not handled properly.   Here is a case in point.

The LAB: Innovating the Light Switch (October 2011)

Published date: October 31, 2011 в 3:00 am

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How do you know which SIT tool to use on your product?  That is one of the most common questions from my students and workshop participants.  One way to decide is to analyze the current products in the category.  You look for SIT patterns that tend to dominate how the product emerged and evolved over the years.  I look at recent innovations in the category to spot trends.  I also try to identify where the industry might have some “fixedness” about the products and how they are used.  The type of fixedness (functional, structural, or relational) can lend insight about which SIT tool to start with.

Take light switches, for example.  The first light switch was invented in 1884.  The dominant design since then continues to be the “up” or “down” toggle switch. In North America, the “up” position switches the appliance to “on,” whereas in other countries such as the UK, the reverse is true.  In Japan, switches are positioned sideways to prevent the switch from inadvertently being turned on or off by falling objects during an earthquake.

Hooks-keys-410x264Many innovations have emerged over the years including dimmer switches, rockers, multi-way, and touch pad. Recent innovations reveal the use of several SIT patterns including Task Unification and Division.  Yet the most dominant theme in control switching seems to be “variability.”  The dimmer switch and the motion sensor switch are the most obvious examples.  If you wanted to create more innovations along this theme, Attribute Dependency is the tool to use.

To use Attribute Dependency, make two lists.  The first is a list of internal attributes.  The second is a list of external attributes – those factors that are not under your control, but that vary in the context of how the product is used.  Then create a matrix with the internal and external attributes on one axis, and the internal attributes only on the other axis.  The matrix creates combinations of internal-to-internal and internal-to-external attributes that we will use to innovate.  We take these virtual combinations and vidualize them in two ways.  If no dependency exists between the attributes, we create one.  If a dependency exists, we break it.  Using Function Follows Form, we envision what the benefit or potential value might be from the new (or broken) dependency between the two attributes.

For example:

Coin switchInternal Attributes:

  1. Type
  2. Number of switches
  3. Size
  4. What is controls
  5. Color
  6. Voltage
  7. State (on/off)

External Attributes:

  1. User
  2. Location
  3. Time
  4. Price
  5. Temperature
  6. Other appliances
  7. Room factors

Imagine creating a dependency between Internal Attribute 4 (what the switch controls) and External Attribute 3 (Time).  The Virtual Product becomes a switch that controls different lights depending on the time of day (or time of year).  For example, from midnight to noon, the switch controls a set of lights, but from noon to midnight, the switch changes and controls a different set of lights.  Why would that be useful?  Perhaps in situations where the person using the switch has no way of knowing what lights will come on, the switch determines it for them based on time of day.  This idea breaks the functional fixedness around one switch controlling one appliance.

Are You More Innovative Than You Think?

Published date: October 17, 2011 в 3:00 am

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You may be surprised to find many of your products and services conform to the five innovation patterns of Systematic Inventive Thinking.  If so, it means your employees are predisposed to use innovation patterns when developing new  products.  Like many innovators, they are using patterns probably without realizing it. Given this predisposition to using innovation templates, a company can realize huge gains in innovation effectiveness by taking the next step.

Take the case of a large industrial company in the energy sector.  It leads the industry producing a product that is relatively simple in design but incredibly challenging to produce.  Despite its strong reputation and market success, the company worries it is not innovative.  Yet when I reviewed its project pipeline, I spotted concepts with each of the five patterns of S.I.T. (Subtraction, Task Unification, Multiplication, Attribute Dependency, and Division).  The teams did not use S.I.T. in the classic way (apply templates and work backwards using “Function Follows Form” to find a potential benefit).  Instead, they used trial and error, experimentation, and good old fashioned tinkering.  Their innovations embody the templates nevertheless.

These teams are more innovative than they think.  They are one short step away from applying S.I.T..  They already have these patterns inside them, so now it’s just a matter of extracting them and putting them to use in a more disciplined way.  Using S.I.T. on their products and processes will force new combinations and concepts that they would not have thought of otherwise.  The method will “bootstrap” their innovation performance to a new high level.

If your company is predisposed to innovation, take these steps to ramp up performance:

The LAB: Innovating a New Product Launch Campaign (September 2011)

Published date: September 26, 2011 в 3:00 am

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Innovation methods are not just for inventing new products.  Savvy marketers apply innovation methods to the “big event” – the product launch campaign. Companies spend millions of dollars to get a product off to the right start.  The launch of a new product can make or break it.

Some companies excel at this.  Memorable campaigns include Apple’s launch of the iPhone, Microsoft’s launch of Windows 95, and my all time favorite – Tickle Me Elmo – by Fisher Price.  But a lot can go wrong with product launch, so marketers need ways to stand out from the crowd.  Whether you have a big budget or small one, structured innovation methods take your dollars further and may be the difference between success and failure.

For this month’s LAB, we will demonstrate the use of Systematic Inventive Thinking to this critical aspect of marketing: the product launch.

The method works by applying one of five innovation patterns to components within the product launch process.  The pattern morphs the component into something that unrecognizable or ambiguous.  We take that “virtual product” and work backwards to uncover potential benefits, a process called “Function Follows Form.”

We start by listing the components of the launch:

The Remaking of Blackberry

Published date: September 19, 2011 в 3:00 am

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Research in Motion, the maker of Blackberry, must reinvent its business model.  Otherwise, it’s the end of the road as many market analysts are predicting.  Time is of the essence, so the management team needs to accelerate its search for new directions and pursue them aggressively.  Here is a series of steps and techniques to do that.

1.  Reframing:  Use the Subtraction Tool to reframe and see new possibilities.  Make a list of the major components of the company (sales force, products, brand, employees, customers, network, etc.).  Now imagine that the company will merge with another company from any industry.  Create a phrase something like this: “RIM has no products, but it has all the other components.  What company has the ideal set of products that would best fit the remaining resources of RIM?”   For example, would a company in data-mining or other information-based services have products that would find new growth within the RIM enterprise? Companies like LexisNexis, Authernative, and Lifelock come to mind.  Continue searching for more insights by doing the same exercise for each component.

2.  Reverse Assumption:  Assumptions get outdated, and this technique helps “break fixedness” about them.  List all the obvious business assumptions about RIM and its industry.  For example:

  • Blackberry is for enterprises
  • Consumers want more functionality
  • Cellphones are the dominate form of communication

Reverse the assumptions one by one.  “Consumers want less functionality.”  Perhaps the new business model is to create stripped down products used by a different market segment.  Perhaps Blackberry becomes a system strictly for young people, not enterprises.  Cellphones are replaced by Internet technologies.  Imagine if RIM developed a Blackberry approach to Skype.

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