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Systematic
Innovation,
Complex
Systems &
Capability
Maturity: not getting so far
ahead of the parade
no-one knows you’re
in the parade anymore
Kobus Cilliers
IEEE, Nottingham
23 January 2019
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for Business
& Management
Darrell Mann
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Some of our clients from the last 17 yrs:
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Greater Operational
Excellence = Worse
Innovation Capability
Tomorrow’s disruption
does not come from
today’s competitors
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Random Innovation
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US Patent 3,216,423
98% of attempted
‘innovations’ fail
Innovation?
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Spot The InnovationHow many innovations?
Explain your reasoning.
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Spot The InnovationHow many innovations?
Explain your reasoning.
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MILLIONS of systems
HUNDREDS of different problems
TENS of successful solutions
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C
O
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T
R
A
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T
I
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N
S
I
D
E
A
L
I
T
Y
F
U
N
C
T
I
O
N
A
L
I
T
Y
R
E
S
O
U
R
C
E
S
Five Pillars of Structured Innovation
S
P
A
C
E
T
I
M
E
I
N
T
E
R
F
A
C
E
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QFD
Design forManf/Assy
Theory Of Constraints
Taguchi
AxiomaticDesign Function
Analysis
DeBono
6
Shainin
NLP
ValueEngineering
Kepner-Tregoe
Pugh
CPS
spc Kansei
MA
Simplex
Pahl/Beitz
ZBB WOIS
Osborn
VSM
Chaos Theory
Oblique StrategiesLean
TRIZ 5S
Death By A Million Tools8D
RCA
Morphological Analysis
Means-End
Analysis
Split Half
IBA
Blue Ocean
RPR
SWOT
5FORCES
FourthTurning
DesignThinking
Ladder OfAbstraction
SpiralDynamics
PESTAnalysis
SIT
FMEATPM
AFD
BoydOODA
AffinityDiagrams
FishboneDiagram
PLOTS
IBA
ThinkerToys Trend
Analysis
ScenarioPlanning
OLVMCDA
CBR
Pattern Language
Biases
Jugaad
USP
SunTzu
OAHoshin
Patterns
CATWOE
Buzan
GA
Pareto
FTCT
TyphoonOpenInnovation
ActionLearning
AppreciativeInquiry
Biomimetics
Brain-Writing
HarveyCards
LotusBlossom
Technique
Doblin
CharetteProcedure
Cynefin
FocusHurson
OsbornSSM BADIR
Crowd-Sourcing
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98% of QFD-sparked innovation attempts fail
98% of Lean-sparked innovation attempts fail
98% of 6Sigma-sparked innovation attempts fail
98% of Design-Thinking innovation attempts fail
98% of JTBD-sparked innovation attempts fail
98% of OBI-sparked innovation attempts fail
98% of WOIS-sparked innovation attempts fail
98% of Blue-Ocean innovation attempts fail
98% of i4i-sparked innovation attempts fail
98% of Agile-sparked innovation attempts fail
98% of Scrum-sparked innovation attempts fail99.5% of Open Innovation attempts fail
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What’s The Frequency, Kenneth?
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Complicated versus Complex
COMPLICATED COMPLEX
“The” root cause
Known rules of behaviour
“If we keep doing what we’ve
always done, we’ll keep getting
the same result”
“conspiracy of causes”
NO safe rules of behaviour
“If we keep doing what we’ve
always done, we might get
the same result”
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CAUSE and
EFFECT
relationships
are often
highly
tenuous…
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…which means
you can’t ‘exclude the
trivial’ because it could turn
out to be the thing that
triggers a non-linear shift
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“fly as close to your neighbours as possible”
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Cynefin
Dave Snowden
Cognitive Edge
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“get away from the falcon”
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What’s The Frequency, Kenneth?
For every complex problem there are thousands
of clear, simple, wrong answers.
For every complex problem there is a clear, simple, right one.
If we understand and affect the first principles.
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TIME
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INNOVATION
INNOVATION
INNOVATION
We always overestimate the change that will occur
in the next two years and underestimate the change
that will occur in the next ten.
Bill Gates
TIME
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‘special world’
‘crossing the
threshold’
The Pollen Path
old system
new system
TIME
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The Hero’s JourneyTIME
Joseph
Campbell
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Ordinary
World
Call To
Adventure
Refusal
Of The Call
Meeting The
Mentor
Crossing The
Threshold
Tests, Allies
And Enemies
Approach The
Inmost Cave
The Ordeal
Reward
Road Back
Resurrection
Return With
Elixir
Act III
Return
Act I
SeparationAct II-A
Descent
Act II-B
Initiation
ORDINARY
WORLD
SPECIAL
WORLD
TIME
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Ordinary
WorldOrdinary
World
Call To
Adventure
Refusal
Of The Call
Meeting The
Mentor
Crossing The
Threshold
Tests, Allies
And Enemies
Approach The
Inmost Cave
The Ordeal
Reward
Road Back
Resurrection
Return With
Elixir
TIME
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Open
Innovation
Ordinary
WorldOrdinary
World
Call
To
Adventure
Refusal
Of The
Call
Meeting
The
Mentor
Crossing
The
Threshold
Tests
Allies
And
Enemies
The
Inmost
Cave
The
OrdealReward Road
Back
Re
su
rre
ctio
n Return
With
Elixir
TIME
QFD
Design forManf/Assy
Theory Of Constraints
Taguchi
AxiomaticDesign
Function
Analysis
DeBono
6
Shainin
NLPValue
Engineering
Kepner-Tregoe
Pugh
CPS
spc
Kansei
MA
Simplex
Pahl/Beitz
Osborn
VSM
Chaos Theory
Oblique Strategies
Lean
TRIZ
5S
8D
RCA
Morphological
Analysis
Means-
End
Analysis
Split Half
IBA
Blue OceanRPR
S
W
O
T
5
F
O
R
C
E
S
Fourth
Turning
Spiral
Dynamics
PEST
Analysis
SITFMEA
AFD
Boyd
OODA
Affinity
Diagrams
Fishbone
Diagram
P
L
O
T
S
I
B
A
Thinker
Toys
Trend
Analysis
Scenario
Planning
OLV
MCDA
CBR
Pattern Language
Biases
Jugaad
USP
Sun
Tzu
O
A
HoshinPatterns
CATWOE
Buzan
GA
Pareto
F
T
CT
Action
Learning
Appreciative
Inquiry
Biomimetics
Harvey
Cards
Doblin
CharetteProcedure
CynefinSSM
BADIR
Crowd-Sourcing
T
P
M
ZBB
WOIS
Design
Thinking
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Innovation
Capability
Maturity Model
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‘Beat Sony’/Institutionalised Innovation Tools
‘50% of innovations from the consumer’
Average 40 suggestions/employee/yr
90+% implementation rate
40% product turn every 3 years
Skunkworks
Employees spend 30% of time on ‘non’Google’
‘Self-organising’ teams
The Steve Jobs Effect/’insanely great’
Some Organisations Do Get It Right…
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SEEDING CHAMPIONING MANAGING STRATEGISING VENTURING
INTERFACE
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“Efficiency
Engine”
“Business” “Tech/Ops”
INTERFACE – ICMM Level 1
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“Efficiency Engine”
Learning &
Innovation
“Business” “Tech/Ops”
INTERFACE: ICMM Level 2
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“Efficiency Engine”
Learning &
Innovation
“Business” “Tech/Ops”
ICMM Level 3
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INTERFACE: ICMM Level 4
“Efficiency Engine”
Learning &
Innovation
“Business” “Tech/Ops”
Learning &
InnovationProfessional
Management
“Improve
Performance”
“Business” “Tech/Ops”
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INTERFACE: ICMM Level 5
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ordinary world special world
Everything’s workingFeels goodClear rulesClear Direction(‘Progress’)
Knowledge exists
RoutineManage-ableControllable
Nothing seems to work
Uncomfortable/horrible
Confusion
Find ‘new rules’
Challenge assumptions
Knowledge has to be found
Creativity
Not manage-able
‘Out of control’
“Efficiency
Engine”
Learning
&
Innovation
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C-Suite
- Work Different
SBU/Division
- Sell Different
Product/Service
- Do Different
Processes
– Do better
Societal
- Live Different
C-Suite
- Work Different
SBU/Division
- Sell Different
Product/Service
- Do Different
Processes
– Do better
Societal
- Live Different
C-Suite
- Work Different
SBU/Division
- Sell Different
Product/Service
- Do Different
Processes
– Do better
Societal
- Live Different
C-Suite
- Work Different
SBU/Division
- Sell Different
Product/Service
- Do Different
Processes
– Do better
Societal
- Live Different
C-Suite
- Work Different
SBU/Division
- Sell Different
Product/Service
- Do Different
Processes
– Do better
Societal
- Live Different
SEEDING CHAMPIONING MANAGING STRATEGISING VENTURING
INTERFACE & SPACE
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SEEDING CHAMPIONING MANAGING STRATEGISING VENTURING
Relation To Innovation Tools….
QFD
Design forManf/Assy
Theory Of ConstraintsTaguchi
AxiomaticDesign
Function
Analysis
DeBono
6
Shainin
NLP
ValueEngineering
Kepner-Tregoe
Pugh
CPS
spcKansei
MA
Simplex
Pahl/Beitz
ZBB
WOIS
Osborn
VSM
Chaos Theory
Oblique Strategies
Lean
TRIZ
5S
8D
RCA
Morphological
Analysis
Means-
End
Analysis
IBA
Blue Ocean
RPR
S
W
O
T
5
F
O
R
C
E
S
Fourth
Design
Thinking
Spiral
Dynamics
SIT
FMEA
T
P
M
AFD
Boyd
P
L
O
T
S
I
B
A
Scenario
Planning
MCDA
CBR
Jugaad
USPSun
Tzu
O
A
Hoshin
Patterns
Buzan
GA
F
T
Open
Innovation
Action
Learning
Appreciative
Inquiry
Biomimetics
Brain-Writing
Lotus
Blossom
Technique
Cynefin
BADIR
Crowd-Sourcing
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Selecting The Right Tools:
1) What kind of change?
2) How far through process?
3) Level of Capability
Open
Innovation
Ordinary
WorldOrdinary
World
Call
To
Adventure
Refusal
Of The
Call
Meeting
The
Mentor
Crossing
The
Threshold
Tests
Allies
And
Enemies
The
Inmost
Cave
The
OrdealReward Road
Back
Re
surr
ectio
n Return
With
Elixir
TIME
QFD
Design forManf/Assy
Theory Of Constraints
Taguchi
AxiomaticDesign
Function
Analysis
DeBono
6
Shainin
NLPValue
Engineering
Kepner-Tregoe
Pugh
CPS
spc
Kansei
MA
Simplex
Pahl/Beitz
Osborn
VSM
Chaos Theory
Oblique Strategies
Lean
TRIZ
5S
8D
RCA
Morphological
Analysis
Means-
End
Analysis
Split Half
IBA
Blue OceanRPR
S
W
O
T
5
F
O
R
C
E
S
Fourth
Turning
Spiral
Dynamics
PEST
Analysis
SITFMEA
AFD
Boyd
OODA
Affinity
Diagrams
Fishbone
Diagram
P
L
O
T
S
I
B
A
Thinker
Toys
Trend
Analysis
Scenario
Planning
OLV
MCDA
CBR
Pattern Language
Biases
Jugaad
USP
Sun
Tzu
O
A
HoshinPatterns
CATWOE
Buzan
GA
Pareto
F
T
CT
Action
Learning
Appreciative
Inquiry
Biomimetics
Harvey
Cards
Doblin
CharetteProcedure
CynefinSSM
BADIR
Crowd-Sourcing
T
P
M
ZBB
WOIS
Design
Thinking
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Typical
Roles
The successful innovator is most likely to be the sort of covert, troop-rallying, lower/mid-level
manager rebel prepared to ‘ask for forgiveness rather than permission’. Level 1 innovation
successes are most likely to be ‘pirates’, ‘privateers’ and people with the passion to do what
they see is right despite the system
Typical
Success Metrics
Number of suggestions submitted.
Number of suggestions where feedback has been provided (‘management is listening!’).
Number of successfully implemented ideas.
Money saved.
ROI (bearing in mind there was very likely no allowable ‘cost’ to creating the solution)
Typical Levers External grant funding.
‘Sabbatical’ time.
Extra-curricular group meetings.
Hero’s Journey Ordeals How to create a track record of success stories with no formal budget or time.
How to refuse to work on ‘no-win’ projects.
Hype Cycle Ch’cs Peak: Management expresses an interest in (technical) innovation (and probably does a big
launch initiative to ‘kick start’)
Trough: things go badly wrong when technical throws their solution over the wall to the
marketers & business side of the organization.
Management Texts Orbiting The Giant Hairball, Cubicle Commando.
Rules For Renegades, The Art Of War.
How To Win Friends And Influence People, Seven Habits Of Highly Effective People.
Shibumi Strategy, Chutzpah, How To Measure Anything.
Innovation Tools,
Methods
Function Analysis/Value-Stream-Mapping
Kepner-Tregoe.
DFMA/Trimming
Six Thinking Hats
Perception Mapping
9-Windows
Why-What’s-Stopping?
Subversion Analysis/AFD
SCAMPER/Inventive Principles
5S/8D/Quality Circles
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www.systematic-innovation.comdarrell.mann@systematic-innovation.com
Innovation Capability
Maturity Model:
An Introduction
Darrell Mann
for Business
& Management
Darrell Mann
trenDNAUnderstanding Populations BetterThan They Understand Themselves
Darrell Mann
Yekta Özözer
Matrix 2010
Darrell Mann
The
Road
To True
Professionalism
Edward
Matchett
The Science
Of Successful
Step Change