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1© Iain Sanders, Game-Changing Innovation 2013-16
2© Iain Sanders, Game-Changing Innovation 2013-16
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Stage Context [Orientation] ToolsB: Benefits [Outcomes]
O: Outputs [Products /
Services]
C: Changes [Processes / Operators]
E. Enablers [Resources]
R:Requirements
1 Value Proposition VPS
2 Business Model BMC
3 Benefits Mapping BRM
4Systematic Ideation Systems Engineering
TRIZ, SE
5Failure Prediction
Design of ExperimentsDFSS,
FMEA, DOE
6 Benefits OptimisationAD, DSM, TRIZ, SE
7Engineering Requirements
Project ManagementOPPM, SE
Lean Agile Innovation Management
BENEFITS MAPPING
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Stage-1: Frame Problem, or Frame Opportunity
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Stage-1: Frame Problem, or Frame Opportunity
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Who?
How?
What?
Why?
How?
Where?
Who?
Who?
What?
Where?
How Many? How Many?
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Information Requirements for the Business Model Canvas
Managing Observations in the OODA Loop
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5151© Iain Sanders, Game-Changing Innovation 2013-16
Stage-2: Formulate Problem, or Formulate Opportunity
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Stage-2: Formulate Problem, or Formulate Opportunity
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10 Types of Innovation Applied to the Business Model Canvas
NETWORK
PROCESS
STRUCTURE
PROFIT MODEL
PRODUCT SYSTEM
BRAND
PRODUCT PERFORMANCE
SERVICE
CHANNEL
CUSTOMER ENGAGEMENT
Frame ‘Fragile’ Problems / ‘Anti-fragile’ OpportunitiesStep Question Objective
1 What business are we in? Segment the business according to our customers and our competition
2 Where do we make money? Define our true profitability by segment, by product, and by customer
3 How good are our competitive positions? Determine the strength of our positions
4 What skills and capabilities underpin our success?
Find out what we do well and why we are successful in our business
5 Is this a good market to be in? Determine the attractiveness of our markets
6 What do the customers think? Learn about the views of our customers and what that means for how we do business
7 What about the competitors? Get insight into our competitors and their perspective on the business
8 Should we do something else? Decide where to innovate in our business
9 Who are we, and what will we do? Finalise our strategy by defining what we are now, who we want to be, and how to change
10 How can we raise profits quickly? Decide the steps to take for short-term improvements
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Design Structure Matrix (DSM) Benefits Realization Management
R: REQUIRE-MENTS
• HOW WILL WE DO IT? (5)
E: ENABLERS
• WHAT DO WE HAVE? (3)
C: CHANGES
• WHAT MUST WE DO? (4)
O: OUTPUTS
• WHAT DO WE NEED? (2)
B: BENEFITS
• WHERE ARE WE GOING? (1)
[5. TASKS TO DELIVER]
[3. RESOURCES]
[4. PROCESSES]
[2. PRODUCTS]
[1. OUTCOMES]
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Stage-3: Define and Measure Requirements for Benefits Realization
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Stage-3: Define and Measure Requirements for Benefits Realization © Iain Sanders, Game-Changing Innovation 2013-16
Stage-3: Define and Measure Requirements
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Stag
e-3
: D
efin
e a
nd
Mea
sure
Re
qu
ire
me
nts
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Stage-4: Capture and Generate Ideas
Stage-4: Capture and Generate Ideas
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Stage-4: Capture and Generate Ideas
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Stage-4: Capture and Generate Ideas
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BASIC FRAGILE PROBLEM-SOLVING PROCESS:
DEFINE THE QUALITATIVE CHANGE CONDITION:
CONDITION 1: THE UNDESIRED EFFECT CEASES TO BE SENSITIVE TO THE WORSENING FACTOR [ROBUST SYSTEM].
CONDITION 2: THE RELATIONSHIP BETWEEN THE UNDESIRED EFFECT AND THE WORSENING FACTOR IS REVERSED [ANTI-FRAGILE
SYSTEM].
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Part 1 of 2 : Identify and define the right “problem”Stage-4: Capture and Generate Ideas
BASIC FRAGILE PROBLEM-SOLVING PROCESS:
DEFINE THE QUALITATIVE CHANGE CONDITION:
CONDITION 1: THE UNDESIRED EFFECT CEASES TO BE SENSITIVE TO THE WORSENING FACTOR [ROBUST SYSTEM].
CONDITION 2: THE RELATIONSHIP BETWEEN THE UNDESIRED EFFECT AND THE WORSENING FACTOR IS REVERSED [ANTI-FRAGILE
SYSTEM].
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Increasing Robustness
Part 1 of 2 : Identify and define the right “problem”Stage-4: Capture and Generate Ideas
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BASIC FRAGILE PROBLEM-SOLVING PROCESS:
DEFINE THE QUALITATIVE CHANGE CONDITION:
CONDITION 1: THE UNDESIRED EFFECT CEASES TO BE SENSITIVE TO THE WORSENING FACTOR [ROBUST SYSTEM].
CONDITION 2: THE RELATIONSHIP BETWEEN THE UNDESIRED EFFECT AND THE WORSENING FACTOR IS REVERSED [ANTI-FRAGILE
SYSTEM].
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Part 1 of 2 : Identify and define the right “problem”Stage-4: Capture and Generate Ideas
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PART BASIC FRAGILE PROBLEM-SOLVING PROCESS:
1 DEFINE THE UNDESIRED EFFECTS: LIST THE WORSENING FACTORS.
2 DEFINE THE ACTIONS: THAT WILL CANCEL THE UNDESIRED EFFECTS.
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Part 2 of 2: Find the right “pattern” to solve problemStage-4: Capture and Generate Ideas
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Systems Engineering Method over Life Cycle
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Status of System Materialization at the Various Phases
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Major Stage Reviews and Systems Engineering V Process
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Conclusion
The key to adapting to a changing environment, is to build sufficient anti-fragility into your system / infrastructure to enable reorientation –faster than any crisis can prevent it.
Thank you very much!
Iain Sanders, Game-changing Innovation
Email: iain@gamechanginginnovation.org
90© Iain Sanders, Game-Changing Innovation 2013-16
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