Anti-Fragile Systems

1© 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

© Game-Changing Innovation, 2013-16

http://gamechanginginnovation.org/

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© Iain Sanders, Game-Changing Innovation 2013-16 44

Stage-1: Frame Problem, or Frame Opportunity

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Stage-1: Frame Problem, or Frame Opportunity

© Iain Sanders, Game-Changing Innovation 2013-16

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Who?

How?

What?

Why?

How?

Where?

Who?

Who?

What?

Where?

How Many? How Many?


Information Requirements for the Business Model Canvas

Managing Observations in the OODA Loop


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Stage-2: Formulate Problem, or Formulate Opportunity

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Stage-2: Formulate Problem, or Formulate Opportunity



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



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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].


Part 1 of 2 : Identify and define the right “problem”Stage-4: Capture and Generate Ideas





SYSTEM].

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Increasing Robustness







SYSTEM].

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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


Status of System Materialization at the Various Phases


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Major Stage Reviews and Systems Engineering V Process


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: [email protected]


mailto:[email protected]