Посты с тэгом: SIT

Simulating Innovation

Published date: August 16, 2010 в 3:00 am

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People can improve their innovation skills by mentally simulating the use of innovation tools.  Chip and Dan Heath in their book, Made to Stick, talk of the importance of mental simulation with problem solving as well as skill-building.

“A review of thirty five studies featuring 3,214 participants showed that mental practice alone – sitting quietly, without moving, and picturing yourself performing a task successfully from start to finish – improves performance significantly.  The result were borne out over a large number of tasks.  Overall, mental practice alone produced about two thirds of the benefits of actual physical practice.”

Mental simulation is the imitative mental representation of some event or series of events.  It is our brain conjuring up scenarios and imagining how they will play out.  We do it all the time.  We mentally simulate driving to the grocery store, talking with our boss, or getting a back rub.  It prepares and sharpens us for things that lie ahead.  Mental simulation can also be used to practice activities that you do or want to learn.

Here is how I use mental simulation to strengthen my innovation skills with the S.I.T. method:

The LAB: Innovating a Service Delivery Model with S.I.T. (July 2010)

Published date: July 31, 2010 в 9:29 am

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A common question about structured innovation is can it be used on services.  The answer is yes.  A service is the same as a product in many ways, and the approach to using an innovation method like S.I.T. is the same.  Let’s consider a service example for this month’s LAB.  Imagine your company was a leading uniform and apparel rental service.  You own a fleet of trucks and drivers as well as uniform design and fitting services.  Your company delivers custom fitted uniforms to the client’s location, picks up worn uniforms for cleaning, inspection, and repair, and returns them on schedule.  In this highly competitive industry, the key to survival is to exceed customer expectations.  The key to growth, on the other hand, is innovation.  Let’s use the Subtraction tool on this service to create new opportunities.
We start by listing the internal components of the service line:
  1. uniforms (inventory)
  2. fitting service
  3. design service
  4. fabric
  5. trucks
  6. drivers
  7. billing
  8. pick-up
  9. delivery
  10. cleaning
  11. inspection
  12. repair
  13. tracking
  14. contract
  15. sales representative

We remove a component but keep all the others intact.  Working backwards from this hypothetical solution, we consider what benefits it delivers or potential problems it solves.  We try to consider possible benefits of the “virtual service” as is, without replacing the component with something else.  Here are some examples:

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.:

Innovation Sighting: Double Down – Two Innovation Templates in One Bite

Published date: May 3, 2010 в 2:00 am

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Here is an example of two innovation templates in one product.  The Double Down sandwich from KFC removes the traditional bread slice (demonstrating the template, Subtraction), and it assigns the additional job of "sandwiching"  to the two slices of fried chicken (demonstrating the template, Task Unification). 

What I like about this idea is that it shows the power of innovation templates to break fixedness.  Sandwiches have been around for a very long time, yet this idea transforms us to consider other components than bread for this critical role of "sandwiching" – bread slices holding one or more fillings between them.  The use of the Subtraction template in this example is obvious – remove the bread.  But then giving the additional role of holding the other components of the sandwich between two slices of chicken is quite novel. This pattern is called Task Unification.

How would you extend this idea?  Consider applying a third template such as Division. Take one of the components of this product and divide it one of three ways:  functional, physical, or preserving.  Look for additional consumer benefits, markets served, or new efficiencies.

Special thanks to my graduate student, Luke Kim, for sharing this example. 

The LAB: Innovating the Wedding Invitation with S.I.T. (April 2010)

 Over 2 million couples marry every year in the U.S..  This fuels the $50 billion dollar wedding industry.  In an industry that prides itself in tradition,  companies must innovate new products and services within those traditions if they want to grow and prosper.  For this month’s LAB, we will use the corporate innovation method, S.I.T. to create new-to-the-world ideas for wedding invitations.

Here are five unique ideas from graduate students* at the University of Cincinnati taking the course, “Systematic Innovation Tools.”  They constructed a hypothetical “Dream Catalog” of these ideas for a local start-up design company.  Listed with each innovation is the specific innovation template the team used to create the idea.  You can download this and the other Dream Catalogs here.

1.  “Read It, and Eat It” :  Unlike traditional paper-made cards, the “Read It, Eat It” series of wedding invitations takes a non-traditional way by using edible materials to make the cards (except for the reply card), like cookie, candy or chocolate. Thus, recipients may eat the card afterward.

  • Benefits
    •Unique and beautiful
    •Practical; more like a gift
    •Conveys emotion and sentiments
    •Recipients would feel happy to receive the invitation
    •Recipients don’t have to find a place to keep the cards afterward
    •Less paper, environment-friendly
  • Target Audience
    •Young wedding couples who are seeking uniqueness for their wedding invitations with related spending ability and willingness
    •Those who need to send the invitation to recipients with kids
  • S.I.T. Template:  Task Unification

Academic Focus: The Jerusalem Business School

Published date: March 29, 2010 в 2:00 am

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What sets innovative products and services apart from others?  Common sense would suggest they have unique and unusual characteristics that make them very different than all the rest.  Furthermore, if you wanted to study innovative products and services to learn the hidden secrets they hold, you would try to identify those different and original attributes.  But just the opposite is true.  A very high percentage of successful new products launched each year follow the same set of patterns.  Innovative products are more similar than different from each other.  If you can identify these patterns and overlay them onto your products and services, you should be able to innovate in a predictable, templated way.  THAT is the essence of the corporate innovation method, S.I.T..

This month’s Academic Focus recognizes the work of Dr. Jacob Goldenberg who identified and described these patterns in his book, Creativity in Product Innovation.  Here is Jacob’s biography from the JBS website:

Yanko “Jacob Goldenberg is a professor of Marketing at the School of Business Administration at the Hebrew University of Jerusalem and the head of the Marketing department. He is a visiting professor at the Columbia Business School. Prof. Goldenberg received his Ph.D. from the Hebrew University of Jerusalem in a joint program of the School of Business Administration and Racach Institute of Physics. His research focuses on creativity, new product development, diffusion of innovation, complexity in market dynamics and social networks effects.
Prof. Goldenberg has published in leading journals such as Journal of Marketing, Journal of Marketing Research, Management Science, Marketing Science, Nature Physics and Science. In addition, he is the author of two books (one published one in press) by Cambridge University Press. His scientific work had been covered by the New York Times, Wall Street Journal, Boston Globe, BBC news Harold Tribune.”
Aside from his research in innovation and creativity, Jacob teaches courses in systematic innovation at Columbia and JBS.  He freely shares his Syllabus and teaching material for academics who want to bring this competency to their institutions.
For innovation practitioners, I recommend the following publications by Jacob and his collaborators:

  •  Goldenberg’ Jacob, Roni Horowitz, Amnon Levav and David Mazursky, (2003), Finding the sweet spot of innovation, Harvard Business Review  March p 120-29.
  • Jacob Goldenberg, Sangman Han, Donald R. Lehmann and Jae Weon Hong (2009), The Role of Hubs in the Adoption Processes, Journal of Marketing Vol. 73 (March 2009), 1–13.
  • Goldenberg, Jacob, Barak Libai, Sarit Moldovan and Eitan Muller (2007)  The NPV of Bad News , International Journal of Research in Marketing, 24, pp.186-200.

Jacob and his colleagues have extended the idea of systematic innovation to the world of advertising in their newest book, Cracking the Ad Code.  I have just ordered it, and I look forward to reviewing it and using its methods on this blog.

Innovation Sighting: The Division Template on a Cell Phone

Published date: March 8, 2010 в 2:00 am

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LG Winners LG Electronics is about to announce their third annual Design the Future Competition.  Last year, more than 800 entries were submitted by consumers with their take on the future of mobile communications.  The winning entry is the focus of this month’s Innovation Sighting.  From LG:

“LG Electronics MobileComm U.S.A. Inc. (LG Mobile Phones) recently named Emily Albinski from Wading River, NY the winner of its 2nd Annual Design the Future Competition.  The idea competition challenged participants to create a concept to define the future of personal mobile communication.  First place winner Albinski, a professional full-time freelance designer, created the CC on the theme of connectivity. The winning concept of a modular phone, which could be used by LG in the future, includes a “core” phone that can be inserted into a touch screen or netbook shell depending on the user’s needs.  By design, the winning concept would allow users to connect in many different contexts and environments. Albinski, a science and technology enthusiast, refined and laid out her concept in just four days.”

Her concept demonstrates the Division Template of the corporate innovation method, S.I.T..  Division works by listing the components of the product or service, then dividing out a component either physically, functionally, or by preserving the characteristics of the whole.  Emily “divided” out functionality of the traditional cell phone, then embedded it into different environments and platforms to create new innovations.

Umbrella-today To make it even more interesting, it is useful sometimes to place the divided out function into less obvious environments.  For example, imagine the cell phone functionality is embedded into an alarm clock. A musical instrument.  An umbrella.  Using SOLUTION-TO-PROBLEM thinking, imagine how this would work.  What problems would it solve?  What benefits could it deliver?  Who would want such a device?  For example, perhaps your umbrella is notified when it should be carried with you that day.

Congratulations to Emily and all the winners.  I am looking forward to the next round!

The LAB: Innovating an Aquarium Using S.I.T. (February 2010)

Published date: February 20, 2010 в 3:31 pm

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 There are a 183 million pet fish in the United States, more than double the number of dogs.  Fourteen million U.S. households
have fish.  During the past decade, the pet fish category grew by more than 20% making it one of the fastest growing in the industry.  For this month’s LAB, we will apply the corporate innovation method, S.I.T., to the mainstay of fish keeping – the aquarium.

Here are five unique aquarium concepts invented by one of my graduate students, Janette Douglas, at the University of Cincinnati as part of her final exam in “Applied Marketing Innovation.”  For the this exam, each student was given a product randomly.  They had three hours to create new-to-the-world concepts and demonstrate proficiency using each of the templates.

To use the S.I.T. method, Janette starts with a component list:

  1. glass panels
  2. lid
  3. bottom of tank
  4. fish
  5. gravel
  6. plants
  7. filter
  8. water

Here are her ideas:

1.  SUBTRACTION (remove an essential component):  Remove the fish.  Make the tank a “plant only” tank.  The benefits are: lower maintenance, lower cost, more flexibility, and more room in the tank.  The target audience is people who enjoy the peaceful nature of an aquarium but don’t want the responsibility of taking care of an animal.  (DREW’S NOTE: this idea actually exists today, especially for a niche of aquarium owners who “aquascape“.

2.  TASK UNIFICATION (assign an additional job to an existing resource):  Assign the gravel the additional job of regulating water temperature. The benefits are: no need to monitor water temperature as it is self-regulated, easy to add fresh water without having to worry about temperature, and less expensive as you do not need a separate water heater.  Target audience is people who tend to make frequent changes to their home’s temperature or people who live in climates with extreme temperature changes.  Feasibility is a question mark – not sure if this technology exists or could be developed.

Double Tank 3.  MULTIPLICATION (make copies of a component but with a qualitative change):  Multiply the filter but change direction of flow – instead of filtering waste out, the second filter adds components to the water.  The benefits are: easy to add vitamins and other useful chemicals making it easier to control water quality.  Target audience is people who have exotic fish that require specific water conditions.

4.  DIVISION (physically or functionally cut the product or component):  Cut the glass in half. This creates two separate spaces in the aquarium to support two separate marine environments side-by-side.  Target audience is people who want to enjoy fresh and saltwater tanks.  It could also be used by
marine biologists who want to use two separate tanks to do research (manipulate one side and compare results to the other).  (DREW’S NOTE: this product exists).

5.  ATTRIBUTE DEPENDENCY: (create or break a dependency between internal and external attributes):
The glass panels change (clarity) depending on the oxygen levels in the external air and internal water environment so that adjustments can be made accordingly.  Potential benefits: greater accuracy of water composition in relation to the external air.  Target audience is fish hobbyists or scientists needing to carefully regulate oxygen for specific types of fish or plants.

Janette did a nice job on this final exam even though she is not an aquarium owner.  What I like about this example is that is shows how well people can innovate even when they are not experts in the product or service.  I doubt that a person who had
never seen an aquarium could have generated these ideas.  But with just a general knowledge about the domain, people can innovate routinely using structured innovation methods.

Innovation Sighting: Social Innovation Using S.I.T.

Published date: November 30, 2009 в 2:00 am

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How do you get people to be more socially responsible?  Here is an example* that demonstrates the use of Task Unification, a template from the corporate innovation method called S.I.T.:

To use Task Unification, we assign an additional job to an existing resource. Then we work backwards to envision the potential benefits of such a scheme, how it would work, and how to adapt it to make it better. In the example above, we create a statement as follows: "The stairs have the additional job of making people want to use the stairs more." Then we innovate ways to make this happen.  Having the stairs play music as you walk in the form of a piano is novel, useful, and surprising.  It meets all three tests of innovativeness.

Let's turn this around a bit to make the point even more.  Let's create a new statement (our Virtual Product):  "The escalator has the job of making people want to use the stairs more."  Now let's imagine ways to make this happen.  Here is what I came up with:

  • The escalator slows down as more people use it.  As people approach the escalator and see others on it already, they will be less likely to use it.  Perhaps it makes a groaning sound as it slows down (thanks, Amnon!).
  • The escalator has a repeating taped message encouraging people to consider the health benefits of walking the stairs (perhaps by comparing the amount of calories burned by using the stairs instead of the escalator).
  • Put a handicapped sign on the escalator, or perhaps some other indicator that the escalator is for those who are not fully fit.
  • Make something happen at the top of the escalator that people typically want to avoid such as an unpleasant message or homeless person asking for spare change.

Here is another example:  (both of these are from TheFunTheory.com sponsored by Volkswagen):

* Special thanks to Gary Vince from Toronto for sending me these examples.

The LAB: Creating Mobile Products with the Division Template (November 2009)

Published date: November 23, 2009 в 2:00 am

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Mobility is a good thing.  As mobility increases, so does our standard of living.  Mobility expands job opportunities, enriches our personal life, and boosts prosperity.   For nations, mobility expands trade, creates wealth, and makes countries more competitive.  Mobility even helps us live longer.  For hundreds of years, life expectancies hovered around 40 years.  During the 1800s they began to shoot up when road transport improved.  Today life expectancies in many advanced societies approach 80 years thanks to improved mobility in transportation, communications, and network computing.

How can we use structured innovation to create more of it?  How can we make the products and services  we use every day more mobile?  For this month’s LAB, we will use the Division Template.  We begin by listing the product’s (or service’s) internal components.  Then we divide one or more of the components in one of three ways:

  • Functional (divide along functional roles)
  • Physical (cut the product or component on any physical aspect)
  • Preserving (each part preserves the characteristics of the whole)
Using Function Follows Form, we envision potential benefits of the new form and other ways to adapt the form to make it more useful.  The trick is to use each type of Division with the specific intent of increasing a person’s mobility.  Each type of Division results in a different type of mobility.  Here is how.

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