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The Role of Effective Problem Definition in Open Innovation
Wayne Fisher, PhD Innovation Guide
Procter & Gamble (retired) Rockdale Innovation LLC
The Role of Effec,ve Problem Defini,on in Open Innova,on
Abstract:
Two basic principles from Crea3ve Problem Solving stand out in their poten3al for improving open innova3on effec3veness:
* Define the Problem, then Solve it
* Diverge, then Converge
Effec3ve Problem Defini3on (EPD) is inherently a divergent exercise, and yet few Solu3on Seekers do a thorough job of exploring the hundreds of poten3al problem statements before selec3ng one for distribu3on to poten3al Problem Solvers. This presenta3on explores the most common barriers to EPD, and provides prac3cal tools and techniques for facilita3ng EPD prior to engaging Open Innova3on partners.
P&G’s Purpose
“We will provide branded products and services of superior quality and value that improve the lives of the world’s consumers...”
“The Consumer is Boss”
One Possible Definition
Proactively seeking new problems to solve,
new ways to solve existing problems, and new ways to implement
ideas that build the business
One Possible Definition
Proactively engaging others while seeking
new problems to solve, new ways to solve
existing problems, and new ways to implement
ideas that build the business
Example Innovation workshop objectives:
• Develop a 3-5 year product innovation pipeline.
• Design products leveraging a breakthrough technology under development.
• Design affordable products for low income markets.
• Develop claims and demos that clearly communicate the benefits of a new product.
• Develop a proprietary package and packing line that will run at 5x current line speeds
• Eliminate scrap losses following the introduction of a new product form.
• Reduce energy consumption in manufacturing by 50%.
Day 1 Day 2
Session Objective
Project Background
Consumer Interviews
Consumer Storytelling
Problem Definition
Ideation Round 1
Ideation Round 2
Ideation Round 3
Top Ideas
Rapid Prototyping
Consumer Feedback
Action Planning
Typical Product Innovation workshop:
Typical Product Innovation workshop: • 2 day session • 20 participants • 10 consumers (interviewed in pairs) • 200 highly granular problem statements • 5 key themes à 10 top problem statements • 200 ideas à 20 top ideas • Prototyping and Consumer feedback • 5 final concepts à quantitative testing • 90 Day Action Plan
Some Observations • Very high marks for workshop effec3veness
• Huge produc3vity gains; “we accomplished more in 2 days than the previous 3 months”
• Individuals can’t do Crea3ve Problem Solving on their own problem.
• Teams struggle the most with Problem Defini3on (50% of workshop 3me)
• Frequent relooping on, “What’s the problem we’re trying to solve?”
Common Errors in Effective Problem Definition
• “Holy Grail” problem statements – lack granularity needed for productive Ideation
• “Leading the Witness” – problem statements that presume one “right answer”
• Suboptimization – problem statements that only solve part of the larger problem
An Experiment in EPD • 140 Senior Scientists and Engineers (R&D, from all
Business Units and Functions)
• 20 Teams of 7 (Problem Owner and 6 Peers)
• 30 minutes – Peers interview Problem Owner, complete a Why-Why-Why template, and write down as many different ways to define the problem as possible
• Rules:
• Problem Owner may not write, only talk
• Peers may not offer solutions
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Ideal Outcome Why?
Why? Why?
Key Barrier
An Experiment in EPD - Results
• “I’ve gained more new insights into my problem in the last 30 minutes than in the previous 6 months”
• The increased level of explanatory depth enabled the peers to generate useful Analogies for Ideation (2nd step in the process)
• The Why-Why-Why exercise was among the most frequent verbatim comments when participants were asked what they found most useful about the weeklong R&D training program
Deep Nested Embossing Issues
• High fiber cost • High energy cost • Reduced papermaking capacity • High capital cost (embossing rolls)
Why? Why? Why?
High Cost
Increased basis weight
Embossingdestroys
wet strength
Paper has low plastic
deformation limit
Deep engagement
needed to hold 3D
Higher papermaking
costs
Wet Strength Bonds not Extensible
Richer fiber blend
Increase fiber cost
Why?
Why?
Low Cross Direction Stretch
Cellulose not
extensible
Why?
Embossing over-strains
paper
Why? Why? Why? Why?
Why?
Why?
Why?
Why?
Potential Problem Statements What is the ideal sheet structure for DNE?
How to create more cross-direction stretch?
What emboss pattern / knob design would provide extension required for permanent deformation without damaging the sheet?
How to create more extensible fibers / bonds?
How to delay bond formation until after DNE?
Can we “repair" damage from DNE?
Deployment Strategy
Defined Problems
Seek external solutions
Virtual solver communities: • Nine Sigma • Innocentive
Consultants / Universities Researchers in adjacent fields
Seek internal solutions
Deploy the problem internally: - Cross-Category Resources - Corporate R&D and Engineering - Communities of Practice - Custom problem solving sessions
Engaging Customers and Suppliers in Effective Problem Definition (B2B)
• PDMA OCI Key Learning – “we understand our customers processes better than they do”
• Comprehensive Learning Journey® - multifunctional immersion in all phases of Sales, Distribution (Installation), and Service at your Customer’s site
• Involve Suppliers in EPD process for your and your Customer’s top challenges
Example B2B Innovation workshop objectives:
• Improve productivity of Sales, Distribution, and Service (internal work processes).
• Customize product and service offerings to specific target industries (e.g., Health Care vs. Financial Services).
• Design a supply chain that accommodates both continuous replenishment and seasonal promotions
• Develop a joint long-range development plan with a key supplier to create a sustainable new product pipeline.
Lighthouse vision – how would you operate if you were one company?
Creative Problem Solving Toolbox
• Tools to successfully navigate the entire CPS process
• Used as directed, will help maximize team innovation effectiveness
• Independently vetted and field tested for ease of use, broad applicability, and ability to generate breakthrough ideas
• References for further investigation
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Key Barrier
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