innovation planner for product development.ppt
TRANSCRIPT
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How to Use Innovation
Planner Cards for Product
EvolutionRobert Cantrell
Center For Advantage
(703) 379-9429
http://www.centerforadvantage.com/mailto:[email protected]:[email protected]://www.centerforadvantage.com/ -
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Contents Innovation Planner Description
Basic Product Evolution1. Identify the Central Solution
2. Create a Ring of Incremental Improvements
3. Develop Incremental Improvements
4. Expand the Possibilities
5. Document and Protect the Intellectual Property Advanced Product Evolution
Advanced Product Evolution Process
Concept Cards
Resolve Contradictions Cards
Organizational Resources Cards
Center of Gravity Cards
Decision Cycle Cards
Games
Additional Resources
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Innovation Planner
Description
Innovation Planner Description
Card Types
Card Type Designs
Deck Layout
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Innovation Planner Description
Innovation Planner is a 170 card set of innovation
strategies and solutions used for rapid, effective,
and efficient problem solving and idea generation
It is based on the Ideation TRIZ innovationmethodologythat was derived from the analysis of
over 3 million patents and 500 standard patterns of
technical evolution
http://www.ideationtriz.com/http://www.ideationtriz.com/http://www.ideationtriz.com/http://www.ideationtriz.com/ -
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Card Types
There are 7 types of cards in the InnovationPlanner deck1. OperatorsSolutions for systems that provide the ways to solve
problems85 cards
2. ResourcesProperties and attributes of systems that provide themeans to solve problems37 cards
3. Center of GravityLocation within the system where a solution isor could be applied16 cards
4. ConceptIdea behind how the problem will be solved7 cards
5. Decision CycleStrategic parameters of how the problem will besolved7 cards
6. Organizational ResourcesThe capacity of the supporting
organization to provide the ways and means to solve problems(These are solution constraints.)9 cards
7. Resolve ContradictionsMethods for which a system can exhibittwo or more conflicting properties or attributes5 cards
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Card Types
Operator and Resource cards are used in both
Basic Product Evolution and Advance Product
Evolution
The other 5 card types are used in AdvancedProduct Evolution
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Deck Layout Card deck layout appears as below
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Basic Product Evolution
Basic Product Evolution is a process for
incrementally improving existing products
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Basic Product Evolution
The five steps for Basic Product Evolution include:
1. Identify the Central Solution
2. Create a Ring of Incremental Improvements
3.
Develop Incremental Improvements4. Expand the Possibilities
5. Document and Protect the Intellectual Property
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Step 1: Identify the Central Solution
Ask and answer:
1. What does the current product do?
2. How does the current product do it?
3.
How is this an advantage?1. To the user
2. Over other options
4. How might I enhance what the product does?
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Step 1: Identify the Central Solution
For example, consider the central solution offered bya cell phone:
What does it do? It allows people who are not physically in
the same place to talk to each other anywhere when within
the network
How does it do it? It electronically transmits voice data
through a network of cells and converts that data back into
audible voice on the other end
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Step 1: Identify the Central Solution
How is this an advantage? To the userThe caller can contact any individual with a
working phone at any time anywhere when within the system
Over alternativesThere are three angles of competitionto consider
Direct competitorsList advantages over other cell phones Substitute competitorsList advantages over other means of
communication, i.e., land lines, e-mail, radio
BuyerList advantages over the buyers capacity tocommunicate on his or her own or to do without
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Step 1: Identify the Central Solution
How might I enhance what the product does?
Write down immediate thoughts
Proceed to step two
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Step 2: Create a Ring of
Incremental Improvements
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Step 2: Create a Ring of Incremental
Improvements
USE THE
REVERSE ACTION
CHANGE COLORS
SUBSTITUTE
AN INEXPENSIVE
MATERIAL
OBTAIN THE
BEST OF BOTH
COMPENSATE
FOR
UNRELIABILITY
REMOVE
UNNECESSARY
PARTS
Some examples
of possible
incremental
improvements
include:
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Step 3: Develop
Incremental Improvements
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Step 3: Develop Incremental
Improvements
The possibility to USE
THE REVERSE
ACTION is explained
on card 76 of the
Innovation Planner
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Step 3: Develop Incremental
Improvements
Document why the selected idea might prove useful
For example, use the reverse action might include:
A cell phone that calls you to remind you to take an action
A cell phone that calls you if it is separated from its owner A cell phone that calls you if someone is incapacitated
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Step 3: Develop Incremental
Improvements
Develop one of these ideas:
A cell phone that calls you to remind you to take an action
A cell phone that calls you if it is separated from its owner
Tracking of people on probation
Tracking of children during the day
Calls assistant if you leave it somewhere
A cell phone that calls you if someone is incapacitated
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Step 3: Develop Incremental
Improvements
A cell phone that calls you if it is separated from its
owner
Why might this be useful?
Tracking people on probation Tracking children during the day
Calls assistant if you leave it somewhere
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Step 3: Develop Incremental
Improvements
Tracking children during the day
Perhaps this could lead to the Amber Alert Cell
Phone
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Step 4: Expand
Possibilities
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Step 4: Expand Possibilities
You start with the idea of the Amber Alert Cell
Phone from USE THE REVERSE ACTION
Write down how this idea might work:
USE THE REVERSE ACTIONCell phone calls legalguardian if child is in distress. Legal guardians and childs
cell phones are connected for talking and listening when
the legal guardian picks up.
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Step 4: Expand Possibilities
Go back to the Operator and Resource cards anddocument ideas that will improve USE THEREVERSE ACTION in relation to an Amber AlertCell Phone
For example: ALLOW PARTIAL MOBILITYCell phone has GPS link so
that if a child moves from an accepted area at the wrongtimefor example the school grounds, bus route, or homethe phone will contact the legal guardian.
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Step 4: Expand Possibilities
Amber Alert Cell Phone example continued:
ALLOW BOTH FLEXIBILITY AND RIGIDITYUse fuzzy
logic within the phone so that it can recognize unusual
patterns. If GPS detects a car ride when the child should
be in school it calls the guardian. If an attempt is made toturn the phone off, it calls the guardian. If smashed or
disassembled, a structurally sound mini air horn blasts
warning.
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Step 4: Expand Possibilities
Amber Alert Cell Phone example continued:
USE PROPERTIES TO CONVEY INFORMATIONCell
phone holder can detect childs heartbeat and the presence
of the cell phone. Fuzzy logic could be used to detect
heartbeat irregularity such as might occur during the stressof an abduction or molestation incident. If it loses contact
with either signal, the holder is capable of sending a
warning page and GPS signal on its own.
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Step 4: Expand Possibilities
Amber Alert Cell Phone example continued:
DESIGN FOR VARIABLE OUTPUTCall initiates a
different ring tone so the legal guardian does not fear
regular calls.
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Step 5: Document and Protect
the Intellectual Property
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Step 5: Document and Protect the
Intellectual Property
Determine the ideas you consider valuable for
development, sale, or licensing
Set a plan to document and protect those ideas
See www.centerforadvantage.com/sipafor theStrategic Intellectual Property Assessor that
provides ideas on intellectual property to get you
started
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Advance Product Evolution
Advanced Product Evolution Process
Concept Cards
Resolve Contradictions Cards
Organizational Resources Cards
Center of Gravity Cards
Decision Cycle Cards
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Advance Product Evolution Process
Advanced Product Evolution brings other cards
within the Innovation Planner into play for more
comprehensive and complete evolutions
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Advance Product Evolution Process
Advanced Product Evolution
adds any or all of:
Concept Cards
Resolve Contradictions
Cards Organizational Resources
Cards
Center of Gravity Cards
Decision Cycle Cards.
Start by setting these cards
aside into their respective
decks
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Advance Product Evolution Process
Steps 15 of Basic Product Evolution apply to
Advanced Product Evolution
To begin Advanced Product Evolution, proceed with
steps 15 of the Basic Product Evolution process As you proceed with steps 15 of the Basic
Product Evolution process, use the cards for
Advanced Product Evolution anywhere and at any
time in that Basic Product Evolution process
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Advance Product Evolution Process
Although any product evolution process has linear
steps, the product evolution process is actually not
linear
You can therefore use cards for Advanced ProductEvolution to jump in and out of Basic Product
Evolution anywhere and at any time it makes sense
to do so
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Advance Product Evolution Process
Advanced Product Evolution
adds more possibilities
to the Basic Product
Evolution process Basic Product
Evolution
Advanced ProductEvolution
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Advance Product Evolution Process
Since Innovation Planning Cards are unbound
cards, they can be rearranged in any way and at
any time in the process
This means the cards, like the product evolutionprocess, are non-linear in nature
Apply each as follows:
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Concept
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Concept
Concept cards let you
identify the underlying
principle for how you
will evolve a product
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Concept
With Concept Cards you set a plan for how you
evolve the best solutions possible that avoid the
need for compromise
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Concept
A central idea behind
Concept Cards is the
concept of ideality
Achieving idealitymeans that you receive
a benefit without any
underlying mechanism
This means you receiveall benefits and no
drawbacks
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Concept
Ideality is a theoretical
concept, very rarely
attained in reality
For example, idealbusiness transportation
between cities would
happen instantaneously
and involve no vehicles
Such a transportation
system is implausible
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Concept
What is the purpose forideality then?
Answer: The idealsolution provides a
target for you to directyour product evolutionefforts
The closer your solution
evolves toward theideal, the better thatsolution is likely to be
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Concept
Emulating the ideal provides many useful solutions
For example, the telephone allows your voice totravel instantly between cities which often allows youto solve problems just as well as physically traveling
between cities Furthermore, through conference calls, you can
effectively be in many cities at once
Add video, and you can travel instantaneously
through virtual space
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Concept
The optimal solution,
unlike the ideal, is
usually an attainable
target
The optimal solution is
neither too good nor
not good enough to
perform its intended
task
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Concept
Concept cards create a direction for your product
evolution process
In most instances you will either:
Evolve toward the ideal when top performance is not good
enough for most users
Evolve toward optimal when top performance is already
good enough for most users
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Concept
The further you are from optimal, in either direction,
the more important a product evolution strategy
becomes in order for the present solution to stay
competitive
Once a solution reaches an optimal level, product
evolution should focus on new possibilities and
ideas
Too GoodNot GoodEnough
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Concept
If your solution is not good enough you will focus
on how to evolve a better performing solution
If your solution is too good you will focus on how to
evolve a product with a more effective or efficient fit
for the need at hand*
Too Good
Not Good
Enough
*Or you could evolve another part of the system that is not good enough
C
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Concept
Bottom line, know what is ideal and optimal so youknow how your solution should evolve
Even if you find a promising idea, consider if a moreideal or optimal solution exists before you make your
final decision to develop that idea Consider all angles of competition when making
your assessment
See (http://www.centerforadvantage.com/papers.htm)
for The Six Angles of Competition
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Resolve Contradictions
R l C di i
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Resolve Contradictions
Resolve contradictions
is a powerful problem
solving idea for which a
system can exhibit two
or more otherwiseconflicting properties
It is also very useful for
product evolution
R l C di i
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Resolve Contradictions
For example, by using
a telephone to separate
a voice from its
speaker, that voice can
travel to multiple citiesinstantly and at the
same time
Not too long ago, this
idea would have been
considered implausible
R l C di i
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Resolve Contradictions
Although it will likely
stay impossible for
individuals to travel
instantly between cities,
allowing the voice to doso was a very possible
evolution heads in that
direction.
R l C di i
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Resolve Contradictions
To resolve contradictions, you divide some aspect of
a system so that it can exhibit two or more
otherwise incompatible properties
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Resolve Contradictions
For example, the trafficlight is a way to allowcars headed in differentdirections to use the
same intersection byseparating traffic flow intime
A bridge, to continuethe example, allowsuninterrupted trafficflow by separatingtraffic in space instead
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Resolve Contradictions
Separation Principles
include:
Time
Space
Structure
Condition
Perception
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Resolve Contradictions
To illustrate:
TimeCars cross the same intersections while traveling
in different directions by crossing at different times
SpaceCars travel in opposite directions along the
same road by traveling on opposite sides of those roads StructureCars are solid as a whole to protect
passengers yet flexible at points to cushion an impact
ConditionConvertible cars protect you from rain yet
allow you to make the most of nice days PerceptionThe same SUV is perfect for climbing
mountains yet perfect for carrying soccer kids
R l C di i
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Resolve Contradictions
Bottom line for product evolution: When you cannotevolve a product because you cannot resolve
conflicting conditions, Resolve Contradiction cards
help you separate the system into parts that allow
you to resolve that conflict
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Organizational Resources
Con ider Or niz tion l Re o rce
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Consider Organizational Resources
Dealing with Constraints
During the product evolutionprocess, you will have to
deal with issues of
abundance and scarcity
Organizational resourcesprovide your capacity to
leverage your ideas
Lack of critical
organizational resources
causes problems Overabundance can also
cause problems
Consider Organizational Resources
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Consider Organizational Resources
Dealing with Constraints
Consider each of theOrganizational Resource
cards as it pertains to your
product. Do this in terms of:
Question Ideal
Functional Ideal
Optimal
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Consider Organizational Resources
Dealing with Constraints
The questionprompts you to consider a givenresource as it pertains to your situation
The idealdescribes a solution that requires no
mechanism
The functional idealdescribes a solution that is
100% oriented toward its intended task
The optimaldescribes a solution that is no more
and no less of a solution than necessary toaccomplish its intended task
Consider Organizational Resources
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Consider Organizational Resources
Dealing with Constraints
The bottom line goal ofany product evolution
effort is to succeed as
profitably as possible
This usually means
seeking solutions that
evolve toward more
ideal and optimal
solutions
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Consider Organizational Resources
Dealing with Constraints
A solution will tend to evolve toward the ideal until itreaches the optimal threshold of good enough
At the optimal threshold of good enough, anyadditional performance may not deliver any
significant benefit
Optimal Threshold of Good Enough
IdealTechnical Evolution
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Consider Organizational Resources
Dealing with Constraints
For example, in a world with traffic congestions andspeed limits, raising a cars top speed from 120
MPH to 130 MPHtheoretically allowing you to
travel between cities faster and hence closer to the
idealwould not make any practical difference
Consider Organizational Resources
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Consider Organizational Resources
Dealing with Constraints
One exception comesinto play
This exception is the
Appeal Factor
Although inventions
tend to evolve toward
the ideal and reside at
the optimal, the AppealFactor can cause a
different dynamic
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Consider Organizational Resources
Dealing with Constraints
For example, the airplaneis closer to ideal and
optimal than the ocean
liner for traveling across
oceans Ocean liners still exist,
however, because of their
entertainment value
Many people find cruisesto be an ideal/optimal
way to spend their time
Consider Organizational Resources
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Consider Organizational Resources
Dealing with Constraints
Always consider how theentertainment value of a
solution will influence
what is actually
considered ideal oroptimal
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Consider Organizational Resources
Dealing with Constraints
For another example,white is probably theclosest color to ideal for acar in Florida since it isthe easiest to see and
clean plus it stays cool inthe sun
You would go out ofbusiness, however, if you
sold only white cars inFlorida because white isnot always thepsychological ideal
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Consider Organizational Resources
Dealing with Constraints
As a third example, even though a car with a topspeed 130 MPH has little practical utility over a car
with a top speed of 120 MPH, that capability might
have psychological utility by making the car more
appealing to a significant market
Your product evolution process should therefore
consider behavioral issues as well as physical
issues
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Center of Gravity
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Center of Gravity
DESCRIPTION The Center of Gravity is
the element within asystem that, by creating
some change to thatelement, will produceyour intended result
A key part of product
evolution is knowingwhere best to effectchange
Center of Gravity
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CenterofGravity
Center of Gravity cardsprompt you to consider
all physical and
behavioral aspects of a
system in order toachieve the desired
effect (a new or
improved product) with
the minimal use ofresources
Center of Gravity
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Center of Gravity
For example, if you sell asystem that heats waterconsisting of a vat and a fire,you might determine thatimproving controllability of
heat will produce a bettersolution that a sufficientnumber of buyers will findinteresting
The fire would be your center
of gravity for effecting thedesired change in thatsystem
Center of Gravity
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Center of Gravity
Perhaps a plate thatopens and closes over
the fire to regulate the
heat that reaches the
vat might prove aneffective evolution
Center of Gravity
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Center of Gravity All systems have elements and processes that turn
input into output
Input Output
System
Energy Source
Transmission
Instrument of Work
Instrument of Control
Subsystem
Super system
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Center of Gravity
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Center of Gravity For example, computer assisted navigation might
allow a burdened pilot to focus on other actions
Input Output
System
Energy Source
Transmission
Instrument of Work
Instrument of Control
Subsystem
Super system
Center of Gravity
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Center of Gravity
Input Output
System
Energy Source
Transmission
Instrument of Work
Instrument of Control
Subsystem
Super system
So if overburdened pilots represent a problem large
enough to make a profitable market, the Instrument
of Control is a Center of Gravity to explore
Center of Gravity
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Center of Gravity Your evolution could include Increase User
Friendliness of navigation. How do you do that?
Input Output
System
Energy Source
Transmission
Instrument of Work
Instrument of Control
Subsystem
Super system
Center of Gravity
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Center of Gravity Perhaps you Provide for Self-Service regarding
navigation. So how do you do that?
Input Output
System
Energy Source
Transmission
Instrument of Work
Instrument of Control
Subsystem
Super system
Center of Gravity
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Center of Gravity Perhaps you have airplane instruments read signals
from fixed points automatically, etc.
Input Output
System
Energy Source
Transmission
Instrument of Work
Instrument of Control
Subsystem
Super system
Center of Gravity
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Center of Gravity
WHITE SPACE OPPORTUNITIES
Center of Gravity also helps you develop whitespace opportunities
To identify and develop white space opportunities,
create a cause and effects net in your area of
interest
In a cause and effects net, you look for where you
can create a marketable change in a system as a
prime location to develop a new product
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Center of Gravity
Products solve problems
A problem has a cause and an effect
However this cause and effect does not take place
in isolation
YieldsCause Effect
Fire Bo i l ing Water
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Center of Gravity
Another cause yielded your cause and your effectwill act as a cause for another effect
YieldsCause Effect
Fire Boi l ing Water
YieldsCause Effect
Match Lights Fire
Wood
YieldsCause Effect
Skin Inju ryBo i l ing Water
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Center of Gravity
A cause and effects net develops that is limitless indepth
YieldsCause Effect
Fire Bo i l ing Water
Root Causes Ripple Effects
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Center of Gravity
People make money by inserting products to affectsome aspect of these cause and effects nets
YieldsCause Effect
Fire Bo i l ing Water
Root Causes Ripple Effects
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e e o G y A white space opportunity resides where no one
effectively influences a cause and effect ofimportance
It also resides where you can make a new connector
YieldsCause Effect
Fire Bo i l ing Water
Root Causes Ripple Effects
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y
For an example in the first case, if a lot of
companies compete in providing fire to boil water forthe purpose of sterilizing instruments
YieldsCause Effect
Fire Bo i l ing Water
Root Causes Ripple Effects
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y
You might exploit a marketable opportunity to
improve that solution by adding the aforementionedcontrol system (metal plate) for the fire
YieldsCause Effect
Fire Bo i l ing Water
Root Causes Ripple Effects
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y Perhaps, in the second case, you could bypass the
fire and water solution altogether by selling alcoholfor sterilizing instruments: LEVERAGE
ALTERNATIVE MATERIALS
YieldsCause Effect
Fire Bo i l ing Water
Root Causes Ripple Effects
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y
EVOLUTION AND BUSINESS ECONOMICS Since products solve problems, and businesses
make money solving problems, product evolvers
need to account for the economics of the business
Product evolvers need to evolve products in a way
that embraces technical evolution yet does not put
them out of business
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y
For example, if yourbusiness is to sell cups
of cold water to douse
the fire under a vat,
product evolution is aclear and present
danger to your revenue
stream
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y
Rather than using thecup of cold water you
sell, the owner of the
vat can use boiling
water from the vat todouse the fire
If that idea becomes a
solution for him, he will
likely stop buying yourcups of cold water
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y
Product evolution canlead to a contradiction,
therefore
If products tend to
evolve toward moreideal solutions, how do
you evolve products yet
not evolve yourself out
of business?
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y
To solve this problem, consider the differences inCenter of Gravity between problem solving and
product evolution
Center of Gravity in product evolution is similar to problem
solving in that you seek highly efficient and effective placeswithin a system to create a result
Center of Gravity in product evolution differs from problem
solving in that your selection of where to focus your product
evolution effort is very much predicated on the best
business opportunity, i.e., where the profits are, instead of
where the best possible solution lies
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y
So to solve this problem, focus on evolving enoughnew ideas within your cause and effects net to
replace the revenue stream that a product evolution
will eventually curtail
Or as an alternative, evolve an idea from someone
elses solution so that it does not financially matter
to you if they go out of business
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y
An evolution that eliminates a key source of incomemay not rise to the top of your priority list over an
evolution that creates a new stream of income
However, keep in mind that if you can eliminate a
key source of your own income, someone elseprobably can too, and you should set your product
evolution process to deal with that eventual outcome
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y
In our previous example, a regulation system mightprove a marketable feature that you could sell in
place of cold water
Evolving a solution in this direction could provide
your business with an opportunity to develop a newrevenue stream when you can no longer sell cups of
cold water
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y
Selling alcohol might prove a marketable evolutionthat bypasses the need for the whole fire and vat
system
A key feature of Innovation Planner Cards is the
ease with which it helps you understand and get
ahead of inevitable changes in technology
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y
Bottom line: Use the Center of Gravity cards toconsider all aspects of where to best focus your
product evolution
For more information on business issues of product
evolution and problem solving, see CompetitiveVectors at
(http://www.centerforadvantage.com/papers.htm)
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Decision Cycle
Decision Cycle
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Decision Cycle cardsinvolve how to make
better decisions faster
than your opposition
For product evolution,this relates directly to
the Center of Gravity
issues of how, where,
and when to evolveproducts
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Your objective is to win the race of decision cycleswhereby your plans not only work, but work despite
active opposition to your success
In product evolution, this generally means pressing
forward with new and better ideas faster than yourcompetitor can match
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Such advantages in development time providesignificant advantages in business
If you can develop a new product in one business
cycle when it takes two business cycles for your
competitor to do the same, you will have theadvantage in the market
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Successful product evolution involves resolvingproblems with sufficient markets to make it worth
your while
As a byproduct, your evolution will directly or
indirectly cause problems for your oppositionbecause you are better able to serve you market
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For example, an evolution that makes your productthe best in its class creates a problem for a
competitor that is now second best in its class, all
the more so if that competitors product evolution
process is slower than yours
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Decision Cycle cardshelp you determine the
way you can evolve a
product that makes
strategic senseconsidering your
opposition
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For example, in a worldwithout competition, the
airport might be the
most lucrative place to
set up a new car rentalcompany
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Considering theestablished competition,
however, you might better
serve your objectives by
instead setting up aspecialized exotic car
rental company
downtown for the
upwardly mobile
Specializing is one
possible line of product
evolution
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Decision cycle also asksyou to consider
psychological and moral
aspects of a product
evolution along withphysical aspects
For example, if a physical
evolution to a problem as
a byproduct releases a
new pollutant into the air,
then that evolution might
prove morally unsuitable
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Bottom Line: When you evolve a product, you do soin a competitive environment
You will have opposition, possibly in your own
organization, when your solutions create a problem
for someone else
Decision Cycle cards help you to orient your
evolutions so they can succeed despite active
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Games
Description
Solve It
Evolve It
Games Description
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You can play two games, Evolve Itand Solve it,using Innovation Planner Cards
Evolve Itis a game version of the product
evolution process described on these slides
Solve Itis a game that uses the Innovation
Planner cards to solve problems
The game rules follow:
Evolve It: Methodology and Game for
I i N B P d 1
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Inventing New or Better Products1
1. Place the Operator and Resource cards into two separatestacks.
2. Place the Resolve Contradictions cards face up. These serve
as a guide for players.
3. Select an object to evolve into a new or better form.
4. Deal at least five Operator cards and three Resource cards toeach player.
Evolve It: Methodology and Game for
I i N B P d 2
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Inventing New or Better Products2
5. Allow each player, on successive turns, to apply anOperator or Resource card that presents a possible evolutionof the object. (Evolutions should generally follow the trendestablished by previously played cards.) Draw cards to replacethose used.
6. Use the other cards in the deck to set limitations and
guidelines for the evolution as per their Card Type Definitions,or use them to change the parameters of the game entirely.These cards may be played deliberately or randomly.7. Play until you have completed a successful evolution or until
cards run out.
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Solve It: Methodology and Game for
S l i Ch ll i P bl 2
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Solving Challenging Problems 2
5. Deal at least five Operator cards and three Resource cards toeach player.6. Allow each player, on successive turns, to apply an Operatoror Resource card anywhere along the cause and effects chain, toinclude previously played cards, in a way that supports theresolution of the original problem. Draw cards to replace those
used.7. Use the other cards in the deck to set limitations andguidelines for the intended solution as per their Card TypeDefinitions, or use them to change the parameters of the gameentirely. These cards may be played deliberately or randomly.
8. Play until the problem is solved or until cards run out.
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Additional Resources
This concludes How to Use Innovation Planner Cardsfor Problem Solving
Additional resources appear at
www.ideationtriz.comwww.centerforadvantage.com
www.innovationplannercards.com
http://www.ideationtriz.com/http://www.centerforadvantage.com/http://www.innovationplannercards.com/http://www.innovationplannercards.com/http://www.centerforadvantage.com/http://www.ideationtriz.com/