1. Skills and Tools to Support Productivity in Creative Work Valeri Souchkov ICG Training & Consulting Enschede The Netherlands

2. © 2005 Valeri Souchkov 2 Sources for Innovation Insight New scientific discoveries and findings Market studies New market demands Analogy Problems, Troubleshooting INNOVATION Technology Diversification Forecasts

3. © 2005 Valeri Souchkov 3 Obstacles  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 4 Formal vs. Informal Degree of automation Degree of Formalization Creativity Invention R&D Design Manufacturing Creativity Invention R&D Design Manufacturing Role of human involvement

5. © 2005 Valeri Souchkov 5 Problems and solutions Standard Problems: solution method is known and applicable Standard Problems: solution method is known and applicable Non-standard Problems: Solution method is unknown or inapplicable Non-standard Problems: Solution method is unknown or inapplicable Formal solutions: Numerically calculated presentations Formal solutions: Numerically calculated presentations Informal solutions (ideas, concepts, mind maps) Informal solutions (ideas, concepts, mind maps) Availability of Problem solving method Availability of Problem solving method Form of solution Poorly supported with systematic methods before TRIZ

6. © 2005 Valeri Souchkov 6 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 7 Psychological Inertia Ideal Solutions (benefits/costs) Ideal Solutions (benefits/costs) Solution Space Acceptable Solutions

8. © 2005 Valeri Souchkov 8 Types of Thinking Search space Convergent thinking (avoid constraints and use navigation) Solution Search space Divergent thinking (avoid constraints)

9. © 2005 Valeri Souchkov 9 Methods to boost idea generation Random Methods Systematic Methods Brainstorm Synectics Reframing Lateral thinking … Morphological Matrix Attribute Listing Technology/Service maps TRIZ … Specific information- independent Heavily rely on human cognitive capabilities Criteria of evaluation are not included to the methods Operate with specific information Little dependence on cognitive capabilities Re-use of past experience Use metaphorical approach

10. © 2005 Valeri Souchkov 10 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 11 Foundations 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 12 TRIZ  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 1990 th, 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 13 Application Areas Solve a specific immediate problem SYSTEMATIC INNOVATION & 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 14 Systematic Innovation Knowledge Bases Theory and Trends of Evolution Analytical 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-SI Comparative Ranking Multicriteria Decision Matrix Comparative Ranking Multicriteria Decision Matrix Evaluation Techniques Creative Imagination Development Techniques for generating ideas Creative Imagination Development Techniques for generating ideas Psychological Techniques Non-Technical TRIZ TRIZ for Business and Management TRIZ for Marketing & PR TRIZ for Business and Management TRIZ for Marketing & PR

15. © 2005 Valeri Souchkov 15 Effectiveness  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. Two groups of equally experienced engineers tried to solve the same problem within a limited time interval

16. © 2005 Valeri Souchkov 16 TRIZ 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 17 Contradictions  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 18 Problem Solving Process SPECIFIC PROBLEM SPECIFIC SOLUTION TRIALS & ERRORS PROBLEM MODEL SOLUTION MODEL SYSTEMATIC INNOVATION KNOWLEDGE BASES SEARCH SPACE ANALYTICAL METHODS & TECHNIQUES SPECIFIC IDEA GENERATION

19. © 2005 Valeri Souchkov Evolution 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 Functionality Creating Functionality Preserving Functionality Expansion

20. © 2005 Valeri Souchkov 20 Sound recording evolution Time  Wax drum for recording Recording is made possible vs low durability / quality of recording  LP recording Durability vs. inability to rewrite recorded sound  Steel wire for recording Possibility 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 recording High durability of recording Overall Performance

21. © 2005 Valeri Souchkov 21 Ingredients Analytical Logic Knowledge Bases Philosophy and methodology of innovative problem solving Systematic Innovation

22. © 2005 Valeri Souchkov 22 Management 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 23 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 24 IT support for Innovation Core Team Experts Decision Makers Suppliers Retailers Communication Environment Enterprise IT infrastructure Supporting Methods & Tools External Knowledge Repository Internal Knowledge Repository Process Manager Specialists Data & Knowledge Bases External Sources Situation Mapping Idea Management …

25. © 2005 Valeri Souchkov 25 Infrastructure for Innovation Core Innovation Team: Methods, techniques and tools for Systematic Innovation, Consulting & Training Platform Internal and External Knowledge Sources: Databases, Science & Technology companies Consulting companies, R&D centers, Universities, etc. Management: Innovation Manager InnovationInfrastructure IT Support for Life-Cycle Innovation Management: IT platform for knowledge gathering, storage and exchange; communication, knowledge and process management; decision making; bridge to other infrastructure components

26. © 2005 Valeri Souchkov 26 Conclusions  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 27 More information  ICG Training & Consulting (Enschede, The Netherlands) www.xtriz.com info@xtriz.comwww.xtriz.com info@xtriz.com Phone: +31-53-4342884 / +31-6-20423455  The European TRIZ Association www.etria.net  Alltshuller Institute (USA) www.aitriz.org