Skills and Tools to Support Skills and Tools to Support Productivity in Creative WorkProductivity in Creative Work
Valeri Souchkov
ICG Training & ConsultingEnschedeThe Netherlands
2 © 2005 Valeri Souchkov
Sources for InnovationSources for Innovation
Insight
New scientific discoveries and
findings
Market studies
New market
demands
Analogy
Problems, Troubleshooting
INNOVATIONINNOVATION
TechnologyDiversification
Forecasts
3 © 2005 Valeri Souchkov
ObstaclesObstacles
Lack of transparent overall methodology: Innovation is often confused with purely economic methods for new product development and marketing
Lack of innovative culture across entire organization: New products/technology creation is often addressed to R&D only
Lack of a process/workflow model: Despite the number of existing methods supporting innovation, there is no clear pathway of how to realize and manage innovation
Lack of proper idea management: Still, trials & errors Lack of knowledge management: 70-80% of knowledge
generated during innovation sessions are forgotten and lost Lack of measuring results: Often, an effect from the use of
innovation methodologies is neglected Lack of overall innovation management: Responsibilities are
shared in most cases
4 © 2005 Valeri Souchkov
Formal vs. InformalFormal vs. Informal
Degree of automation
Degree of Formalization
Creativity Invention R&D Design ManufacturingCreativity Invention R&D Design Manufacturing
Role of human involvement
5 © 2005 Valeri Souchkov
Problems and solutionsProblems and solutions
Standard Standard ProblemsProblems::
solution method is solution method is knownknown
and applicableand applicable
Standard Standard ProblemsProblems::
solution method is solution method is knownknown
and applicableand applicable
Non-standard Non-standard ProblemsProblems: :
Solution method Solution method is unknownis unknown
or inapplicableor inapplicable
Non-standard Non-standard ProblemsProblems: :
Solution method Solution method is unknownis unknown
or inapplicableor inapplicable
Formal Formal solutions:solutions:Numerically Numerically calculated calculated
presentationspresentations
Formal Formal solutions:solutions:Numerically Numerically calculated calculated
presentationspresentations
Informal Informal solutionssolutions
(ideas, concepts, (ideas, concepts, mind maps)mind maps)
Informal Informal solutionssolutions
(ideas, concepts, (ideas, concepts, mind maps)mind maps)
Availability of Availability of Problem solving Problem solving
methodmethod
Availability of Availability of Problem solving Problem solving
methodmethodForm of solutionForm of solutionForm of solutionForm of solution
Poorly supported with systematic Poorly supported with systematic methods before TRIZmethods before TRIZ
6 © 2005 Valeri Souchkov
Why difficult?Why difficult?
Problems are difficult due to:• Strong mental inertia which prevents us from thinking
“out of the box”• Lack of problem solving strategy• The needed knowledge to solve a problem can be
outside of our specific domain of knowledge• To solve a difficult problem, it is always necessary to
generate many alternatives with trial & errors method• What problem to solve?...
7 © 2005 Valeri Souchkov
Psychological InertiaPsychological Inertia
Ideal Solutions (benefits/costs)
Ideal Solutions (benefits/costs)
Solution SpaceSolution Space
Acceptable SolutionsAcceptable Solutions
8 © 2005 Valeri Souchkov
Types of ThinkingTypes of Thinking
Search space Search space
Convergent thinking(avoid constraints and
use navigation)Solution
Solution
Search space Search space
Divergent thinking(avoid constraints)
9 © 2005 Valeri Souchkov
Methods to boost idea Methods to boost idea generationgeneration
Random MethodsRandom Methods Systematic MethodsSystematic Methods
BrainstormSynectics Reframing
Lateral thinking…
Morphological MatrixAttribute Listing
Technology/Service mapsTRIZ
…
Specific information-independentHeavily rely on human cognitive capabilities Criteria of evaluation are not included to the methods
Operate with specific informationLittle dependence on cognitive capabilitiesRe-use of past experienceUse metaphorical approach
10 © 2005 Valeri Souchkov
How to improve?How to improve?
A major shortcoming of all non-systematic methods:• Random search for new solution concepts
Immediate implication:• As a result, low ratio “Useful ideas / Useless Ideas”.
Question: How to increase innovative productivity? Answer: By using blend of convergent and divergent
thinking. TRIZ is a blend of systematic approach to solving
inventive problems and psychological operators to improve a process of producing innovative ideas.
11 © 2005 Valeri Souchkov
Foundations of TRIZFoundations of TRIZ
Genrich Altshuller (1926-1999)
• 98% of inventions use some known solution principle• Only 2% are pioneering inventions• Inventors use patterns without awareness• Innovation can be organized in a systematic way
400.000 inventions(more than 1.5 mln.
by today)
12 © 2005 Valeri Souchkov
TRIZTRIZ
TRIZ: A Theory of Inventive Problem Solving (abbreviated in Russian)
Result of 40 years of research of more than 300 people (and still evolving)
TRIZ makes innovation systematic while preserving a capability to freely use human creativity.
TRIZ does not replace traditional method for innovation, it adds value to the existing methods and practices
Since TRIZ has been brought outside of the ex-USSR in 1990th, it is today recognized by several world-leading organizations such as Boeing, Lockheed Martin, NASA, Procter & Gamble, Samsung, Mitsubishi as the best practice of innovation
13 © 2005 Valeri Souchkov
Application AreasApplication Areas
Solve a specific immediate problem
SYSTEMATIC SYSTEMATIC INNOVATION INNOVATION
& TRIZ& TRIZ
Map, analyze, decompose and structure complex
problem situations
Innovatively optimize
a technology/product
Forecast future technology/product
evolution
Solve business & management
conflicts
Generate new business concepts and
optimize existing business systems
14 © 2005 Valeri Souchkov
Systematic InnovationSystematic Innovation
Knowledge BasesKnowledge Bases
Theory and Trends of Theory and Trends of EvolutionEvolution
Analytical ToolsAnalytical Tools
• Root Conflict Analysis• Function Analysis• Evolution Potential Analysis• Algorithm of Inventive Problem Solving (ARIZ)
• Root Conflict Analysis• Function Analysis• Evolution Potential Analysis• Algorithm of Inventive Problem Solving (ARIZ)
• S-curve of Evolution• Wave-curve of Evolution• Ideality• Laws and Trends of Evolution• Functional Idealization
• S-curve of Evolution• Wave-curve of Evolution• Ideality• Laws and Trends of Evolution• Functional Idealization
• Inventive Principles• Inventive Standards• Databases of Effects
• Inventive Principles• Inventive Standards• Databases of Effects
TRIZ-SITRIZ-SI
• Comparative Ranking• Multicriteria Decision Matrix
• Comparative Ranking• Multicriteria Decision Matrix
Evaluation Evaluation TechniquesTechniques
• Creative Imagination Development• Techniques for generating ideas
• Creative Imagination Development• Techniques for generating ideas
Psychological TechniquesPsychological Techniques
Non-Technical TRIZNon-Technical TRIZ
• TRIZ for Business and Management• TRIZ for Marketing & PR
• TRIZ for Business and Management• TRIZ for Marketing & PR
15 © 2005 Valeri Souchkov
EffectivenessEffectiveness
Is TRIZ effective? • Samsung: Single project: Euro 1 billion costs savings
(and named “The best practice of innovation”).• Boeing: Single project: US 1.5 billion extra earnings.• P&G: New product ideas pass through TRIZ expertise.
Without TRIZ (628 persons)
2%
78%
20%
With TRIZ (723 persons, one week training)
4%28%
68%
Solution
DoubtfulSolutions
No Solution
Two groups of equally experienced engineers tried to solve the same problem within a limited time interval
16 © 2005 Valeri Souchkov
TRIZ PhilosophyTRIZ Philosophy
Systems evolves through elimination of contradictions• Problems are be represented in terms of contradictions
that must be eliminated to come up with breakthrough solutions.
Evolution of systems is a systematic process• A number of regularities exist which govern the
technology evolution. The regularities are generic over various domains.
Previous experience can be studied and re-used • By studying previous experience of creative work it is
possible to learn how to use this experience in a systematic way to solve new problems.
New inventive problems are hardly formulated correctly• A task is to build the most correct problem
formulation. Successful problem solving requires a blend of generic
thinking and specific knowledge
17 © 2005 Valeri Souchkov
ContradictionsContradictions
Evolution of any system is a stepwise elimination of contradictions (conflicts).
Contradictions arise:• When we reach a barrier imposed by the existing
principle behind a system; the more stronger the barrier is, the more difficult a problem is.
• When we know how to solve the problem, but a solution method is inapplicable due to negative effects arising from its implementation.
Systematic Innovation provides tools to resolve contradictions and further evolve systems.
18 © 2005 Valeri Souchkov
Problem Solving ProcessProblem Solving Process
SPECIFIC PROBLEMSPECIFIC PROBLEM SPECIFIC SOLUTIONSPECIFIC SOLUTION
TRIALS & ERRORSTRIALS & ERRORS
PROBLEM MODELPROBLEM MODEL SOLUTION MODELSOLUTION MODEL
SYSTEMATIC INNOVATION KNOWLEDGE BASESSYSTEMATIC INNOVATION KNOWLEDGE BASES
SEARCH SPACESEARCH SPACE
ANALYTICAL METHODS & TECHNIQUESANALYTICAL METHODS & TECHNIQUES SPECIFIC IDEA GENERATIONSPECIFIC IDEA GENERATION
© 2005 Valeri Souchkov
Evolution Evolution Model Model
Three phases of system evolution:
Wave of Evolution: Expenses to deliver function (mass, energy, materials, information)
Time
A system is born.
Mature system.Convolution (Ideality growth)
S-Curve of Evolution:Degree of the system’s performance (main function)
Adding FunctionalityAdding FunctionalityCreating FunctionalityCreating Functionality Preserving FunctionalityPreserving Functionality
Expansion
20 © 2005 Valeri Souchkov
Sound recording evolutionSound recording evolution
Time
Wax drum for recordingRecording is made possible vs low durability / quality of recording
LP recordingDurability vs. inability to rewrite recorded sound
Steel wire for recordingPossibility to rewrite information vs. low quality due to short frequency range
Magnetic tape for recording
Expanded frequency range vs. high noise level
Digital magnetic recording
Noise is no more vs. low durability of recording when exposed to magnetic fields and costs
Digital optical recordingHigh durability of recording
Overall Performance
21 © 2005 Valeri Souchkov
IngredientsIngredients
Analytical LogicAnalytical Logic Knowledge BasesKnowledge Bases
Philosophy and Philosophy and methodology of innovativemethodology of innovative
problem solvingproblem solving
SystematicSystematicInnovationInnovation
22 © 2005 Valeri Souchkov
Management TasksManagement Tasks
Idea management: development of organization-specific methods for managing idea generation processes.
Product development management: realization of ideas in form of commercial products and technologies.
Environmental Innovation management: constant monitoring and “scanning” of the environment in which an organization operates in order to forecast future innovations.
Enterprise-wide "Outside-the-box" innovation management: creation of organizational culture that stimulates creative thinking.
Innovation life-cycle management: coordinating the entire innovation life cycle from the envisioning stage through to measuring results and rewarding of individual innovators or innovation workgroups.
23 © 2005 Valeri Souchkov
Role of IT? Role of IT?
Knowledge overflow problem Knowledge search problem “Lost” knowledge problem Miscommunication problem “Invisibility” problem: where we are, what was done,
what should be done with respect to a particular task Lack of Technology Intelligence Lack of metrics to measure success of innovation over
the whole innovation life-cycle
24 © 2005 Valeri Souchkov
IT support for InnovationIT support for Innovation
Core TeamCore Team
ExpertsExperts
Decision MakersDecision Makers
SuppliersSuppliers
RetailersRetailers
Communication Environment
Enterprise IT infrastructure
Supporting Methods & Tools
ExternalKnowledge Repository
InternalKnowledge Repository
Process Manager
Specialists
Data & KnowledgeBases
External Sources
SituationMapping
IdeaManagement
…
25 © 2005 Valeri Souchkov
Infrastructure for InnovationInfrastructure for Innovation
Core Innovation Team:Core Innovation Team: Methods, techniques Methods, techniques
and tools for and tools for Systematic Innovation, Systematic Innovation, Consulting & Training Consulting & Training
PlatformPlatform
Internal and External Internal and External Knowledge Sources:Knowledge Sources: Databases, Science & Databases, Science & Technology companies Technology companies Consulting companies, Consulting companies,
R&D centers, Universities, R&D centers, Universities, etc.etc.
Management: Management: Innovation ManagerInnovation Manager
InnovationInnovationInfrastructureInfrastructure
IT Support for Life-Cycle Innovation Management: IT Support for Life-Cycle Innovation Management:
IT platform for knowledge gathering, storage and IT platform for knowledge gathering, storage and exchange; communication, knowledge and exchange; communication, knowledge and
process management; decision making; bridge to process management; decision making; bridge to other infrastructure componentsother infrastructure components
26 © 2005 Valeri Souchkov
ConclusionsConclusions
Role of “thinkers” will grow in the knowledge-based economy, despite further evolution of IT tools
Innovation Manager should be responsible for the overall innovation life-cycle
Core innovation competence teams should be a major driving force behind creating an innovation system of an organization
An IT support, combining knowledge and process management should solve problems of knowledge overflow, as well as external/internal communications
27 © 2005 Valeri Souchkov
More informationMore information
ICG Training & Consulting (Enschede, The Netherlands)• www.xtriz.com
[email protected]• Phone: +31-53-4342884 / +31-6-20423455
The European TRIZ Association• www.etria.net
Alltshuller Institute (USA)• www.aitriz.org