Посты с тэгом: S.I.T.

The LAB: Innovating the PC and Printer…Together (March 2012)

Published date: March 26, 2012 в 3:00 am

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Hewlett Packard’s announcement that it’s combining its PC and printer divisions is meeting skepticism.  Larry Dignan, editor-in-chief of ZDNet, had this to say:

“Hewlett-Packard says it’s combining its printer and PC divisions partially because the move will drive “innovation across personal computing and printing.”  Oh really?  Color me decidedly skeptical on that claim, which was touted in the company’s announcement today. My mental block: What exactly are the touch points between a printer and a PC, and where does the innovation lie?  HP does have printing innovation. Its inkjet technology can be used for drug delivery, for instance. However, unless your PC is delivering doses of pharmaceuticals to you, it’s a stretch to see the connection.”

For this month’s LAB, lets put the S.I.T. method to the challenge. Imagine being part of this newly-combined HP organization.  Here is how you might apply each of the five techniques of Systematic Inventive Thinking.  The key is to leverage each technique in a way that forces non-obvious connections between the two units, laptop and printer.  These configurations become “virtual products.”  We use Function-Follows-Form to work backwards to problems they solve or benefits they deliver.

The Voice of the Product

Published date: September 6, 2010 в 8:55 am

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Could the greatest innovation of all time be a method of innovation?  Roger Smith proposed this in The Evolution of Innovation.  Is such a method out there?  The answer is yes.

Suppose you want to come up with a new product idea. Where do you begin?  What method would you use?  Conventional thinking suggests three possible directions.  First, we could seek insights from our customers through research and observation (Voice of the Customer).  Second, we could emulate what inventors like Edison and Disney did to create new ideas (Voice of the Expert).  Or we could seek ideas from competitors and other sources using the “open” mindset (Voice of the Market).

There is a fourth source – The Voice of the Product1.  Jacob Goldenberg and his colleagues discovered the surprising insight that innovative products tend to follow certain patterns.  It is similar to the notion of TRIZ which is a set of patterns for solving problems.  Innovative products share common patterns because their inventors unknowingly follow patterns when generating new product ideas.  These patterns become the DNA of ideas2.  If you can extract the DNA and implant it into other products and services, you can innovate.

A majority of new and inventive products can be categorized according to only five patterns:

  • Subtraction: Taking an essential component away
  • Task Unification:  Assigning an additional job to an existing product
  • Multiplication:  Making a copy of a component but changing it in some way
  • Division: Functionally or physically dividing a component or product
  • Attribute Dependency: Creating new (or breaking existing) dependencies between attributes of a product or service and its environment

A systematic process called S.I.T. has been developed to apply these patterns. The patterns become “thinking tools” to identify new ideas. This process is called function follows form (FFF), a term coined by cognitive psychologist Ronald Finke. Instead of
innovating by identifying a “function” or need and then creating a product, one first manipulates the existing product and considers how the new form could be beneficial.

Yoni Stern and Amnon Levav describe it as follows:

“Using FFF, one develops products in the reverse order to the market research process. One begins with an existing concept or product — a list of the product’s physical components and its environment. Then one of the five thinking tools is used to theoretically manipulate the product. These new “virtual products” are immediately assessed as to their value and feasibility. If the virtual product has market potential and falls within existing company and technological constraints, it undergoes needed minor adaptations and is considered worthy of follow-up. Market knowledge is used as a filter rather than the starting point; ideas generated are likely to be different from those of competitors.”

People find it difficult to believe that innovation is a skill, not a gift.  With a method like S.I.T., anyone can learn to innovate anything, anytime.  If a better method evolves, I hope to be among the first to hear about it.

1. Goldenberg, Jacob and David Mazursky. “The Voice of the Product: Templates of New Product Emgergence”. Creativity and Innovation Management September 1999: 157-164.

2.  Stern, Yoni, and Amnon Levav. “The DNA of Ideas”. BIO-IT WORLD April 2005: 56-57.

The LAB: Innovating the Lego with S.I.T. (June 2010)

Published date: June 21, 2010 в 5:42 pm

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I just had the pleasure of hearing Mr. Soren Lund present at the PharmaBrand Summit in Monaco.  He is the Senior Marketing Director of Product and Marketing Development at the Lego Group.  He told the amazing story about how Lego markets their product and leverages the power of their user community to create innovation and growth.  It prompted me to search the blogosphere for other stories about Lego, and I can see that the company is quite popular.  Blogging Innovation, Endless Innovation, Stefan Lindgard, and various others have written useful blog posts about Lego..
Rather than talk about Lego and its innovation, I decided to apply the corporate innovation method, S.I.T., to the basic Lego product – the 2×4 brick.  I created these new embodiments during the two hour break following Seren’s presentation.  With a bit of research, I learned there are some 24,000 SKU’s.  While I have some general knowledge about the product (having purchased it for my son), I must admit I do not know a great deal.  So it would not surprise me to find that I created ideas that already exist.

I start with a component list to use the first four of the S.I.T. tools:

1.    Base
2.    Posts (the little round stumps on top of the base)
3.    Tubes (the little open tubular structures inside the base

Using this list, I manipulate the product by applying a tool.  This turns it into a “virtual product.”   I use “Function-Follows-Form” to work backwards and think of potential uses and benefits for the “weird” form created by the tool.  Here are some ideas generated very quickly with S.I.T.:

The LAB: Innovating Water Access in Developing Countries (May 2010)

 Shortage of water may become a more catastrophic problem than food or energy shortage according to experts.  The problem affects developing as well as developed countries including the U.S..  For this month’s LAB, we will look at how the corporate innovation method, S.I.T., can be used to address such a serious issue.  The following ideas were developed by students at the University of Cincinnati working on the PUR water filtration system from Procter & Gamble.  They are excellent examples of purpose-driven innovation.  You can download the team’s complete portfolio here.

Pur trek open 1.  TASK UNIFICATION (assigning an additional job to an existing resource):  Hikers and campers can now experience PUR Trek and the confidence of having filtered water at all times anywhere they go. These 16-oz, single-serving, disposable, portable, and easy to carry drink containers offer a flat design for minimal storage, with easy-to- expand, biodegradable Tetra Pak inspired material.  For quick filling at a stream or other water source, the open top design allows the user to quickly scoop up the cool unfiltered water.  Then as the user drinks from the active filtering spout, all sediment and harmful particles are left behind in the bottom of the container.  Consumers can count on one disposable container to last up to 10 days, and they can be purchased individually or in 10- packs.

2.  MULTIPLICATION (making copies of a component but changing it):  The PUR-2-Go is PUR’s latest product targeting the needs of busy students and singles. Its two compartment pitcher is easily filled through PUR’s new electronic filter system. Integrated in the lid, this new filter works so fast that it filters instantly and makes a holding compartment in the pitcher unnecessary. The two compartments of the pitcher easily break in two. The bigger compartment can stay in the kitchen while the smaller compartment transforms into a reusable bottle of water to go.  This makes the use of bottled water unnecessary because the PUR-2-Go is just as easy to handle and quick to use. This grab and go usability of the PUR-2-Go makes it more convenient for everybody to commit to a greener lifestyle.

The LAB: Innovating a Party with P.I.G. (March 2010)

Published date: March 22, 2010 в 2:00 am

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Here is a new iPhone application that uses the structured innovation method, S.I.T., to create ideas for your next party.  The Party Idea Generator, P.I.G., leads you through a series of steps to trigger original party ideas.  It has ten different ways to start inventing, and you can add more.  It also has over 150 pre-generated triggers and ideas to get you moving.  My favorite feature is the special “Huh?” button in case you get stuck.  If you want to learn the essence of structured innovation, try this app.  It is both fun and useful.
Here is a description on YouTube:

For this month’s LAB, we will use P.I.G. to create ideas for my next party.  Here are five ideas, each described by the Component of the party, the “valve” that I selected (either “Less” or “More”), and the Trigger Statement.  Then I try to describe potential benefits of each hypothetical “solution.”

Component:  Dancing

  • Valve:  “Less.”
  • Trigger:  “You will have a dinner party with no dance floor; your guests can dance but only in their seats.  If you’re not sitting, no dancing is allowed.”
  • Potential benefits:  This would be useful for people with limited mobility.  Having people dance while sitting next to each other might promote more intimacy.  Another benefit is that people can eat and drink more efficiently if they are seated.

Component:  Music

  • Valve:  “More”
  • Trigger:  “Imagine the DJ changes music in the middle of the song.  What would be the influence of this change?”
  • Potential benefits:  Perhaps this sudden change is a signal to guests to do something such as find another partner.  Perhaps it is a game of some sort where only certain people can dance to certain music.

Component:  Restroom

  • Valve:  “Less
  • Trigger:  “Can you imagine a party where there are no restrooms?  What can you do so that you and your guests won’t have to hold it?”
  • Potential benefits:  I had to hit the “Huh?” button on this one, and here are the questions it posed:  “Can you think of variations of this idea?”  What is so interesting about this idea?”  “Is this idea to crazy for you?  Tone it down to suit your style.”  What is interesting about this idea is that it might limit how much alcohol people drink and how long they stay at the party.  For certain events where you want to celebrate in a short period of time, this would be really useful.

Component:  Drink

  • Valve:  “More”
  • Trigger:  “At your party, drinking is not taken lightly.  When your guest orders a drink, they will get a second drink with a higher proof of alcohol that the one they ordered.  It is their choice to drink it or give it to a friend.”
  • Potential Benefits:  This will certainly accelerate the social lubrication aspect of drinking alcohol.  Perhaps it is a way for guest to try different cocktails.  Perhaps there is a theme to each drink around the main theme of the party.  Perhaps it is just an efficient way to make sure everyone has a fresh drink in their hand by having guests take the extra drink to someone who is empty.

Component:  Gifts

  • Valve:  “Less”
  • Trigger:  “At your party, you are not receiving tangible gifts, but you are still getting something that you can benefit from.  How is this possible?  What can you get instead of a gift?”
  • Potential benefits:  Non-tangible gifts could include advice, referrals, feedback, encouragement, cheerfulness, laughter, information, insight, and compliments.

The LAB: Innovating the iPad with Attribute Dependency (January 2010)

Published date: January 31, 2010 в 4:07 pm

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Apple’s iPad creates a new category of consumer electronic somewhere between smart phones and notebook computers.  Success depends on how well it embeds into our everyday routines at work, home, and elsewhere.   Success also depends on how well it creates new routines.  A great innovation tool for this is the Attribute Dependency template of the corporate innovation method called S.I.T..  This template creates (or breaks) dependencies between attributes of the product and the external environment.  The iPad already has many of these.  My favorite, for example, is the ability to show the correct display no matter how you hold the device.  There is no up or down.  It is an example of breaking a dependency between screen orientation and device orientation.

To use Attribute Dependency, make two lists.  The first is a list of internal attributes of the iPad.  The second is a list of external attributes – those factors that are not under the control of the manufacturer, but that vary in the context of how the product or service is used.  Then create a matrix with the internal and external attributes on one axis, and the internal attributes only on the other axis.  The matrix creates combinations of internal-to-internal and internal-to-external attributes that we will use to innovate.  We take these virtual combinations and envision them in two ways.  If no dependency exists between the attributes, we create one.  If a dependency exists, we break it.  Using Function Follows Form, we envision what the benefit or potential value might be from the new (or broken) dependency between the two attributes.

I created a matrix when demonstrating the use of Attribute Dependency on the iPhone.  To save time, I am going to use the same matrix for the iPad.
Here are five new innovations for the iPad along with the attribute dependencies that led to the idea:

1.  LOCATION-JOB TYPE:  The iPad has GPS, so it knows what room it’s in at home or the office.  Once it senses its location, it automatically loads the application or screen display that is most suited for that location.  Alternatively, the iPad could default back to the last application that was in use at that particular location.  So if you walk into the kitchen with your iPad, it would automatically pull up the menu application.  If you walk into your boss’s office, it pulls up apps and information related to work.

2.  USER-MUSIC SOURCE:  The iPad will become a family appliance like many others in the home now (TV, microwave, etc).  Unlike other appliances, the iPad will sense which family member is using it (by touchpad sensors), and adjust settings such as source of music, font styles, multi-touch behavior, apps, etc.

3.  BATTERY LIFE-TIME:  Same as the iPhone idea, the user can switch to a “battery conservation mode” that will power down features not needed (color screen goes to black and white, wi-fi off, vibration off).  Or, the iPad does it automatically depending on time of day such as at nighttime.  For travelers who like to keep the device on all night in their hotel room, this would save time and battery life.

4.  FUNCTION-TIME:  The iPad knows what day of week it is, so it would adjust its settings and functions to that day of week.  The “Sunday” iPad acts and works differently than the “Friday” iPad.  It knows our routines day-by-day, and it adjusts to an optimal configuration accordingly.

5. LINKAGES-VIDEO QUALITY:  As the linkages to things like email, SMS, YouTube, etc. change, so does the video quality.  This is an odd one because you would think the user would want the same video quality for everything. Perhaps the advantage here is that the screen optimizes size, resolution, brightness, and other qualities to adjust to the application being used.

Innovation Sighting: Task Unification with the iPhone

Published date: January 25, 2010 в 2:00 am

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The iPhone is an incredible platform for innovation.  As it becomes more popular, it invites even more innovation.  Many of the iPhone’s functions demonstrate the Task Unification template of the corporate innovation method called S.I.T..  Task Unification is a pattern that assigns an additional job to an existing resource or component within a product or service.  To use Task Unification in practice, we start by listing the components of the product or service.  Then we assign non-intuitive tasks to some of the components randomly.  The idea is to create weird, ambiguous “virtual products” that don’t seem to make any sense.  Then we work backwards from this hypothetical “solution” to a possible problem that it addresses.  Linking the solution to a problem creates an idea.

L5-technology-universal-remote-adapter Here are two recent examples of Task Unification in the iPhone.  What is unique is the use of a resource that is often overlooked: the charger receptacle.  The device shown at left plugs into the charger receptacle and turns an iPhone or iPod Touch into a universal remote. It’s made by L5 Technology, and was launched at CES 2010.  It controls any compatible device within 30 feet using a free app from the App Store.

Mophie-credit-card-reader-iphone

Another clever example of Task Unification shown at CES was the Mophie credit card reader device. It lets you take payments with your iPhone using a third-party app and a device that attaches directly to your phone.  I have seen a similar device used exclusively at Apple stores, but this is the first available for the consumer market.

Check out more iPhone innovations yet-to-be-seen.

Language and Innovation

Published date: January 18, 2010 в 2:00 am

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Language and innovation are inseparable.  Language puts meaning to our ideas, be it spoken, written, or symbolic.  We convey ideas to others which is essential in corporate innovation.  Innovation would be nearly impossible if we did not have language.

If you want to improve your innovation effectiveness, improve your use of language.  Structured innovation methods help regulate our thinking and channel the ideation process.  At the moment immediately before we innovate, we hold in our minds a pre-inventive form or structure that has yet to be understood.  It is at that exact moment we conjure up words and associations to attach to the pre-inventive form.  It is this process of linking objective facts and judgments to the pre-inventive form that transforms it to an inventive form – an idea.

Here is a step-by-step approach how language is used in innovation:

Fixedness

Published date: December 21, 2009 в 10:07 am

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“We shape our tools and thereafter our tools shape us.”
Marshall McLuhan

The most challenging aspect about innovating is rooted in a concept called fixedness.  Fixedness is the inability to realize that something known to have a particular use may also be used to perform other functions.  When one is faced with a new problem, fixedness blocks one’s ability to use old tools in novel ways.  Psychologist Karl Duncker coined the term functional fixedness for describing the difficulties in visual perception and problem solving that arise when one element of a whole situation has a (fixed) function which has to be changed for making the correct perception or for finding solutions.  In his famous “candle problem” the situation was defined by the objects: a box of candles, a box of thumb-tacks and a book of matches. The task was to fix the candles on the wall without any additional elements. The difficulty of this problem arises from the functional fixedness of the candle box. It is a container in the problem situation but must be used as a shelf in the solution situation.

Roni Horiwitz of S.I.T. puts it this way:  “It’s almost impossible for the human brain to produce a really fresh and unique thought. Every thought, opinion or idea is somehow connected to previous concepts stored in the brain.”   Because of this, we are often unable to see the solution to a problem although it stares us in the face.  We are too connected to what we knew previously. We not only can’t let it go, but we try very hard to anchor around it to explain what is going on.
Fixedness is insidious.  It affects how we think about and see virtually every part of our lives.  At work, we have fixedness about our products and services, out customers and competitors,  and our future opportunities.  The most damaging form of fixedness is when we are stuck on our current business model.  We cannot see past what is working today.  We stop challenging our assumptions.  We continue to believe what was once true is still true.  In the end, it is this perpetual blind spot that is most dangerous to our innovation potential.
Customers have fixedness, too.  Customers have a limited view of the future, they have well-entrenched notions of how the world works, and they suffer from the same blind spot we do.  Yet we continue to seek the “Voice of the Customer” as though a divine intervention will break through this fixedness so they can offer new ideas.
Fortunately, there is a way to address it.  The way to break fixedness is to use structured innovation tools and principles that make you see problems and opportunities in new ways.  Remember the classic Will Rogers quote:

It’s not what you don’t know that will get you.  It’s what you know that ain’t so.”

Or was it Mark Twain?

 

The LAB: Innovating Health Care with S.I.T. (August 2009)

Published date: August 24, 2009 в 1:38 pm

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Health Care Reform, as the U.S. government sees it, promises lower costs, better access, and improved quality for all.  Let’s apply a structured innovation method to health care to see if we can achieve some of these goals.  For this month’s LAB, we will apply Systematic Inventive Thinking to the hospital discharge process.

Discharging patients from the hospital is a critical aspect of health care delivery.  It is a time of transition where one group of care givers stops treating the patient and another group starts.  The most frequent type of transition occurs when patients go from hospital to home, happening nearly 40 million times each year in the U.S.. Studies show that about 20 percent of discharged patients have an adverse event – a preventable emergency department visit or re-admission – within 30 days following hospitalization.  The discharge process is so important that a cottage industry is emerging around it.  Some  consultants, software products, best practices, training, and research studies focus just on discharging patients.

To use S.I.T., we start by listing the components of the service (process):

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