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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


for Business

& Management

Darrell Mann


Some of our clients from the last 17 yrs:

http://www.nestle.com/

http://www.hilti.com/holcom/modules/home/home_main.jsp

http://www.irco.com/

http://www.nasa.gov/

%5C

http://www.allenovery.com/index.asp

http://www.intel.com/index.htm?iid=Homepage+Header_Intel_logo&

http://www.decathlon.com/

http://www.jnj.com/home.htm

http://www.mattel.com/index.asp

http://www.mirashowers.com/index.html

http://www.pg.com/main.jhtml;$sessionid$VNMWA5QAACKU3TCHEC1CQ1Q

http://www.honeywell.com/

http://www.diageo.com/pageengine.asp?site_id=0&section_id=0&status_id=3000&page_id=1015

http://www.flsmidth.com/flsmidth/english/default.htm

http://www.dow.com/

http://www.google.co.uk/url?sa=i&rct=j&q=apple+logo&source=images&cd=&cad=rja&docid=mpnaLMaxw8REwM&tbnid=HhYIr-Oz_5sLkM:&ved=0CAUQjRw&url=http://keithsawyer.wordpress.com/2012/09/29/the-apple-logo/&ei=nOo8UavpEMjIkQWGxYGYDg&bvm=bv.43287494,d.dGI&psig=AFQjCNHuEEIYnYelQZJN_F_wMXzAVgDV6A&ust=1363033112135277


Greater Operational

Excellence = Worse

Innovation Capability

Tomorrow’s disruption

does not come from

today’s competitors


Random Innovation


US Patent 3,216,423

98% of attempted

‘innovations’ fail

Innovation?

http://www.thingamababy.com/images/centrifuge1.gif


Spot The InnovationHow many innovations?

Explain your reasoning.

https://www.google.co.uk/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0ahUKEwjh5dnloeHWAhWCthoKHaghBygQjRwIBw&url=http://www.telegraph.co.uk/cars/classic/back-to-the-future-day-is-the-delorean-as-bad-as-we-think/&psig=AOvVaw3PUAqefJSc2-Q8jJkK4UMd&ust=1507560262488730


Spot The InnovationHow many innovations?

Explain your reasoning.


MILLIONS of systems

HUNDREDS of different problems

TENS of successful solutions


C

O

N

T

R

A

D

I

C

T

I

O

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


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

©2019 DLMann, all rights reservedAll the insights in one place

http://images.google.com/imgres?imgurl=http://code.arc.cmu.edu/~mdg/0.mdg_HCI_seminar/grafix.invis/alexander_pattern_language.jpg&imgrefurl=http://code.arc.cmu.edu/~mdg/0.mdg_HCI_seminar/2.Theory_Method/1.design_methods_1960s.html&h=769&w=490&sz=41&tbnid=VyxM7Mr-ud5r4M:&tbnh=142&tbnw=90&prev=/images?q=pattern+language&um=1&start=1&sa=X&oi=images&ct=image&cd=1


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


What’s The Frequency, Kenneth?


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”


CAUSE and

EFFECT

relationships

are often

highly

tenuous…


…which means

you can’t ‘exclude the

trivial’ because it could turn

out to be the thing that

triggers a non-linear shift


“fly as close to your neighbours as possible”


Cynefin

Dave Snowden

Cognitive Edge


“get away from the falcon”


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.


TIME

http://hans.wyrdweb.eu/wp-content/uploads/2007/08/Navajo-Pollen-Path.jpg


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


‘special world’

‘crossing the

threshold’

The Pollen Path

old system

new system

TIME


The Hero’s JourneyTIME

Joseph

Campbell


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


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


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


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


Innovation

Capability

Maturity Model


‘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…


http://www.lockheedmartin.com/wms


SEEDING CHAMPIONING MANAGING STRATEGISING VENTURING

INTERFACE



“Efficiency

Engine”

“Business” “Tech/Ops”

INTERFACE – ICMM Level 1


“Efficiency Engine”

Learning &

Innovation


INTERFACE: ICMM Level 2



Learning &

Innovation


ICMM Level 3




Learning &

Innovation


Learning &

InnovationProfessional

Management

“Improve

Performance”



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


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


INTERFACE & SPACE



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


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


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


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


www.systematic-innovation.comdarrell.mann@systematic-innovation.com

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& Management

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Darrell Mann

Yekta Özözer

Matrix 2010

Darrell Mann

The

Road

To True

Professionalism

Edward

Matchett

The Science

Of Successful

Step Change

process workshop 2 day - uk and ireland · jugaad. usp. sun tzu hoshin oa patterns. catwoe. buzan....

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