Innovation Planner for Product Development.ppt

8/12/2019 Innovation Planner for Product Development.ppt

1/128

Center For Advantage - 2005

How to Use Innovation

Planner Cards for Product

EvolutionRobert Cantrell

Center For Advantage

[email protected]

(703) 379-9429
http://www.centerforadvantage.com/mailto:[email protected]:[email protected]://www.centerforadvantage.com/


2/128


Contents Innovation Planner Description

Basic Product Evolution1. Identify the Central Solution

2. Create a Ring of Incremental Improvements

3. Develop Incremental Improvements

4. Expand the Possibilities

5. Document and Protect the Intellectual Property Advanced Product Evolution

Advanced Product Evolution Process

Concept Cards

Resolve Contradictions Cards

Organizational Resources Cards

Center of Gravity Cards

Decision Cycle Cards

Games

Additional Resources


3/128


Innovation Planner

Description

Innovation Planner Description

Card Types

Card Type Designs

Deck Layout


4/128


Innovation Planner Description

Innovation Planner is a 170 card set of innovation

strategies and solutions used for rapid, effective,

and efficient problem solving and idea generation

It is based on the Ideation TRIZ innovationmethodologythat was derived from the analysis of

over 3 million patents and 500 standard patterns of

technical evolution
http://www.ideationtriz.com/http://www.ideationtriz.com/http://www.ideationtriz.com/http://www.ideationtriz.com/


5/128


Card Types

There are 7 types of cards in the InnovationPlanner deck1. OperatorsSolutions for systems that provide the ways to solve

problems85 cards

2. ResourcesProperties and attributes of systems that provide themeans to solve problems37 cards

3. Center of GravityLocation within the system where a solution isor could be applied16 cards

4. ConceptIdea behind how the problem will be solved7 cards

5. Decision CycleStrategic parameters of how the problem will besolved7 cards

6. Organizational ResourcesThe capacity of the supporting

organization to provide the ways and means to solve problems(These are solution constraints.)9 cards

7. Resolve ContradictionsMethods for which a system can exhibittwo or more conflicting properties or attributes5 cards


6/128


Card Types

Operator and Resource cards are used in both

Basic Product Evolution and Advance Product

Evolution

The other 5 card types are used in AdvancedProduct Evolution


7/128


8/128


Deck Layout Card deck layout appears as below


9/128


10/128


Basic Product Evolution

Basic Product Evolution is a process for

incrementally improving existing products


11/128


Basic Product Evolution

The five steps for Basic Product Evolution include:

1. Identify the Central Solution

2. Create a Ring of Incremental Improvements

3.

Develop Incremental Improvements4. Expand the Possibilities

5. Document and Protect the Intellectual Property


12/128


13/128


14/128


Step 1: Identify the Central Solution

Ask and answer:

1. What does the current product do?

2. How does the current product do it?

3.

How is this an advantage?1. To the user

2. Over other options

4. How might I enhance what the product does?


15/128



For example, consider the central solution offered bya cell phone:

What does it do? It allows people who are not physically in

the same place to talk to each other anywhere when within

the network

How does it do it? It electronically transmits voice data

through a network of cells and converts that data back into

audible voice on the other end


16/128



How is this an advantage? To the userThe caller can contact any individual with a

working phone at any time anywhere when within the system

Over alternativesThere are three angles of competitionto consider

Direct competitorsList advantages over other cell phones Substitute competitorsList advantages over other means of

communication, i.e., land lines, e-mail, radio

BuyerList advantages over the buyers capacity tocommunicate on his or her own or to do without


17/128



How might I enhance what the product does?

Write down immediate thoughts

Proceed to step two


18/128


Step 2: Create a Ring of

Incremental Improvements


19/128


20/128


Step 2: Create a Ring of Incremental

Improvements

USE THE

REVERSE ACTION

CHANGE COLORS

SUBSTITUTE

AN INEXPENSIVE

MATERIAL

OBTAIN THE

BEST OF BOTH

COMPENSATE

FOR

UNRELIABILITY

REMOVE

UNNECESSARY

PARTS

Some examples

of possible

incremental

improvements

include:


21/128


Step 3: Develop

Incremental Improvements


22/128


23/128


Step 3: Develop Incremental

Improvements

The possibility to USE

THE REVERSE

ACTION is explained

on card 76 of the

Innovation Planner


24/128



Improvements

Document why the selected idea might prove useful

For example, use the reverse action might include:

A cell phone that calls you to remind you to take an action

A cell phone that calls you if it is separated from its owner A cell phone that calls you if someone is incapacitated


25/128



Improvements

Develop one of these ideas:

A cell phone that calls you to remind you to take an action

A cell phone that calls you if it is separated from its owner

Tracking of people on probation

Tracking of children during the day

Calls assistant if you leave it somewhere

A cell phone that calls you if someone is incapacitated


26/128



Improvements

A cell phone that calls you if it is separated from its

owner

Why might this be useful?

Tracking people on probation Tracking children during the day

Calls assistant if you leave it somewhere


27/128



Improvements

Tracking children during the day

Perhaps this could lead to the Amber Alert Cell

Phone


28/128


Step 4: Expand

Possibilities


29/128


Step 4: Expand Possibilities

You start with the idea of the Amber Alert Cell

Phone from USE THE REVERSE ACTION

Write down how this idea might work:

USE THE REVERSE ACTIONCell phone calls legalguardian if child is in distress. Legal guardians and childs

cell phones are connected for talking and listening when

the legal guardian picks up.


30/128



Go back to the Operator and Resource cards anddocument ideas that will improve USE THEREVERSE ACTION in relation to an Amber AlertCell Phone

For example: ALLOW PARTIAL MOBILITYCell phone has GPS link so

that if a child moves from an accepted area at the wrongtimefor example the school grounds, bus route, or homethe phone will contact the legal guardian.


31/128



Amber Alert Cell Phone example continued:

ALLOW BOTH FLEXIBILITY AND RIGIDITYUse fuzzy

logic within the phone so that it can recognize unusual

patterns. If GPS detects a car ride when the child should

be in school it calls the guardian. If an attempt is made toturn the phone off, it calls the guardian. If smashed or

disassembled, a structurally sound mini air horn blasts

warning.


32/128


33/128




USE PROPERTIES TO CONVEY INFORMATIONCell

phone holder can detect childs heartbeat and the presence

of the cell phone. Fuzzy logic could be used to detect

heartbeat irregularity such as might occur during the stressof an abduction or molestation incident. If it loses contact

with either signal, the holder is capable of sending a

warning page and GPS signal on its own.


34/128




DESIGN FOR VARIABLE OUTPUTCall initiates a

different ring tone so the legal guardian does not fear

regular calls.


35/128


Step 5: Document and Protect

the Intellectual Property


36/128


Step 5: Document and Protect the

Intellectual Property

Determine the ideas you consider valuable for

development, sale, or licensing

Set a plan to document and protect those ideas

See www.centerforadvantage.com/sipafor theStrategic Intellectual Property Assessor that

provides ideas on intellectual property to get you

started
http://www.centerforadvantage.com/sipahttp://www.centerforadvantage.com/sipa


37/128


Advance Product Evolution

Advanced Product Evolution Process

Concept Cards

Resolve Contradictions Cards

Organizational Resources Cards


Decision Cycle Cards


38/128


Advance Product Evolution Process

Advanced Product Evolution brings other cards

within the Innovation Planner into play for more

comprehensive and complete evolutions


39/128



Advanced Product Evolution

adds any or all of:

Concept Cards

Resolve Contradictions

Cards Organizational Resources

Cards


Decision Cycle Cards.

Start by setting these cards

aside into their respective

decks


40/128



Steps 15 of Basic Product Evolution apply to


To begin Advanced Product Evolution, proceed with

steps 15 of the Basic Product Evolution process As you proceed with steps 15 of the Basic

Product Evolution process, use the cards for

Advanced Product Evolution anywhere and at any

time in that Basic Product Evolution process


41/128



Although any product evolution process has linear

steps, the product evolution process is actually not

linear

You can therefore use cards for Advanced ProductEvolution to jump in and out of Basic Product

Evolution anywhere and at any time it makes sense

to do so


42/128




adds more possibilities

to the Basic Product

Evolution process Basic Product

Evolution

Advanced ProductEvolution


43/128



Since Innovation Planning Cards are unbound

cards, they can be rearranged in any way and at

any time in the process

This means the cards, like the product evolutionprocess, are non-linear in nature

Apply each as follows:


44/128


Concept


45/128


Concept

Concept cards let you

identify the underlying

principle for how you

will evolve a product


46/128


Concept

With Concept Cards you set a plan for how you

evolve the best solutions possible that avoid the

need for compromise


47/128


Concept

A central idea behind

Concept Cards is the

concept of ideality

Achieving idealitymeans that you receive

a benefit without any

underlying mechanism

This means you receiveall benefits and no

drawbacks


48/128


Concept

Ideality is a theoretical

concept, very rarely

attained in reality

For example, idealbusiness transportation

between cities would

happen instantaneously

and involve no vehicles

Such a transportation

system is implausible


49/128


Concept

What is the purpose forideality then?

Answer: The idealsolution provides a

target for you to directyour product evolutionefforts

The closer your solution

evolves toward theideal, the better thatsolution is likely to be


50/128


Concept

Emulating the ideal provides many useful solutions

For example, the telephone allows your voice totravel instantly between cities which often allows youto solve problems just as well as physically traveling

between cities Furthermore, through conference calls, you can

effectively be in many cities at once

Add video, and you can travel instantaneously

through virtual space


51/128


Concept

The optimal solution,

unlike the ideal, is

usually an attainable

target

The optimal solution is

neither too good nor

not good enough to

perform its intended

task


52/128


53/128


54/128


Concept

Concept cards create a direction for your product

evolution process

In most instances you will either:

Evolve toward the ideal when top performance is not good

enough for most users

Evolve toward optimal when top performance is already

good enough for most users


55/128


Concept

The further you are from optimal, in either direction,

the more important a product evolution strategy

becomes in order for the present solution to stay

competitive

Once a solution reaches an optimal level, product

evolution should focus on new possibilities and

ideas

Too GoodNot GoodEnough


56/128


Concept

If your solution is not good enough you will focus

on how to evolve a better performing solution

If your solution is too good you will focus on how to

evolve a product with a more effective or efficient fit

for the need at hand*

Too Good

Not Good

Enough

*Or you could evolve another part of the system that is not good enough

C


57/128


Concept

Bottom line, know what is ideal and optimal so youknow how your solution should evolve

Even if you find a promising idea, consider if a moreideal or optimal solution exists before you make your

final decision to develop that idea Consider all angles of competition when making

your assessment

See (http://www.centerforadvantage.com/papers.htm)

for The Six Angles of Competition
http://www.centerforadvantage.com/papers.htmhttp://www.centerforadvantage.com/papers.htm


58/128



R l C di i


59/128



Resolve contradictions

is a powerful problem

solving idea for which a

system can exhibit two

or more otherwiseconflicting properties

It is also very useful for

product evolution

R l C di i


60/128



For example, by using

a telephone to separate

a voice from its

speaker, that voice can

travel to multiple citiesinstantly and at the

same time

Not too long ago, this

idea would have been

considered implausible

R l C di i


61/128



Although it will likely

stay impossible for

individuals to travel

instantly between cities,

allowing the voice to doso was a very possible

evolution heads in that

direction.

R l C di i


62/128



To resolve contradictions, you divide some aspect of

a system so that it can exhibit two or more

otherwise incompatible properties

R l C di i


63/128



For example, the trafficlight is a way to allowcars headed in differentdirections to use the

same intersection byseparating traffic flow intime

A bridge, to continuethe example, allowsuninterrupted trafficflow by separatingtraffic in space instead

R l C di i


64/128



Separation Principles

include:

Time

Space

Structure

Condition

Perception

R l C di i


65/128



To illustrate:

TimeCars cross the same intersections while traveling

in different directions by crossing at different times

SpaceCars travel in opposite directions along the

same road by traveling on opposite sides of those roads StructureCars are solid as a whole to protect

passengers yet flexible at points to cushion an impact

ConditionConvertible cars protect you from rain yet

allow you to make the most of nice days PerceptionThe same SUV is perfect for climbing

mountains yet perfect for carrying soccer kids

R l C di i


66/128



Bottom line for product evolution: When you cannotevolve a product because you cannot resolve

conflicting conditions, Resolve Contradiction cards

help you separate the system into parts that allow

you to resolve that conflict


67/128


Organizational Resources

Con ider Or niz tion l Re o rce


68/128


Consider Organizational Resources

Dealing with Constraints

During the product evolutionprocess, you will have to

deal with issues of

abundance and scarcity

Organizational resourcesprovide your capacity to

leverage your ideas

Lack of critical

organizational resources

causes problems Overabundance can also

cause problems



69/128




Consider each of theOrganizational Resource

cards as it pertains to your

product. Do this in terms of:

Question Ideal

Functional Ideal

Optimal



70/128




The questionprompts you to consider a givenresource as it pertains to your situation

The idealdescribes a solution that requires no

mechanism

The functional idealdescribes a solution that is

100% oriented toward its intended task

The optimaldescribes a solution that is no more

and no less of a solution than necessary toaccomplish its intended task



71/128




The bottom line goal ofany product evolution

effort is to succeed as

profitably as possible

This usually means

seeking solutions that

evolve toward more

ideal and optimal

solutions



72/128




A solution will tend to evolve toward the ideal until itreaches the optimal threshold of good enough

At the optimal threshold of good enough, anyadditional performance may not deliver any

significant benefit

Optimal Threshold of Good Enough

IdealTechnical Evolution



73/128




For example, in a world with traffic congestions andspeed limits, raising a cars top speed from 120

MPH to 130 MPHtheoretically allowing you to

travel between cities faster and hence closer to the

idealwould not make any practical difference



74/128




One exception comesinto play

This exception is the

Appeal Factor

Although inventions

tend to evolve toward

the ideal and reside at

the optimal, the AppealFactor can cause a

different dynamic



75/128




For example, the airplaneis closer to ideal and

optimal than the ocean

liner for traveling across

oceans Ocean liners still exist,

however, because of their

entertainment value

Many people find cruisesto be an ideal/optimal

way to spend their time



76/128




Always consider how theentertainment value of a

solution will influence

what is actually

considered ideal oroptimal



77/128




For another example,white is probably theclosest color to ideal for acar in Florida since it isthe easiest to see and

clean plus it stays cool inthe sun

You would go out ofbusiness, however, if you

sold only white cars inFlorida because white isnot always thepsychological ideal



78/128




As a third example, even though a car with a topspeed 130 MPH has little practical utility over a car

with a top speed of 120 MPH, that capability might

have psychological utility by making the car more

appealing to a significant market

Your product evolution process should therefore

consider behavioral issues as well as physical

issues


79/128

Center of Gravity


80/128


Center of Gravity

DESCRIPTION The Center of Gravity is

the element within asystem that, by creating

some change to thatelement, will produceyour intended result

A key part of product

evolution is knowingwhere best to effectchange

Center of Gravity


81/128


CenterofGravity

Center of Gravity cardsprompt you to consider

all physical and

behavioral aspects of a

system in order toachieve the desired

effect (a new or

improved product) with

the minimal use ofresources

Center of Gravity


82/128


Center of Gravity

For example, if you sell asystem that heats waterconsisting of a vat and a fire,you might determine thatimproving controllability of

heat will produce a bettersolution that a sufficientnumber of buyers will findinteresting

The fire would be your center

of gravity for effecting thedesired change in thatsystem

Center of Gravity


83/128


Center of Gravity

Perhaps a plate thatopens and closes over

the fire to regulate the

heat that reaches the

vat might prove aneffective evolution

Center of Gravity


84/128


Center of Gravity All systems have elements and processes that turn

input into output

Input Output

System

Energy Source

Transmission

Instrument of Work

Instrument of Control

Subsystem

Super system


85/128

Center of Gravity


86/128


Center of Gravity For example, computer assisted navigation might

allow a burdened pilot to focus on other actions

Input Output

System

Energy Source

Transmission

Instrument of Work


Subsystem

Super system

Center of Gravity


87/128


Center of Gravity

Input Output

System

Energy Source

Transmission

Instrument of Work


Subsystem

Super system

So if overburdened pilots represent a problem large

enough to make a profitable market, the Instrument

of Control is a Center of Gravity to explore

Center of Gravity


88/128


Center of Gravity Your evolution could include Increase User

Friendliness of navigation. How do you do that?

Input Output

System

Energy Source

Transmission

Instrument of Work


Subsystem

Super system

Center of Gravity


89/128


Center of Gravity Perhaps you Provide for Self-Service regarding

navigation. So how do you do that?

Input Output

System

Energy Source

Transmission

Instrument of Work


Subsystem

Super system

Center of Gravity


90/128


Center of Gravity Perhaps you have airplane instruments read signals

from fixed points automatically, etc.

Input Output

System

Energy Source

Transmission

Instrument of Work


Subsystem

Super system

Center of Gravity


91/128


Center of Gravity

WHITE SPACE OPPORTUNITIES

Center of Gravity also helps you develop whitespace opportunities

To identify and develop white space opportunities,

create a cause and effects net in your area of

interest

In a cause and effects net, you look for where you

can create a marketable change in a system as a

prime location to develop a new product

Center of Gravity


92/128


Center of Gravity

Products solve problems

A problem has a cause and an effect

However this cause and effect does not take place

in isolation

YieldsCause Effect

Fire Bo i l ing Water

Center of Gravity


93/128


Center of Gravity

Another cause yielded your cause and your effectwill act as a cause for another effect

YieldsCause Effect

Fire Boi l ing Water

YieldsCause Effect

Match Lights Fire

Wood

YieldsCause Effect

Skin Inju ryBo i l ing Water


94/128

Center of Gravity


95/128


Center of Gravity

A cause and effects net develops that is limitless indepth

YieldsCause Effect


Root Causes Ripple Effects

Center of Gravity


96/128


Center of Gravity

People make money by inserting products to affectsome aspect of these cause and effects nets

YieldsCause Effect



Center of Gravity


97/128


e e o G y A white space opportunity resides where no one

effectively influences a cause and effect ofimportance

It also resides where you can make a new connector

YieldsCause Effect



Center of Gravity


98/128


y

For an example in the first case, if a lot of

companies compete in providing fire to boil water forthe purpose of sterilizing instruments

YieldsCause Effect



Center of Gravity


99/128


y

You might exploit a marketable opportunity to

improve that solution by adding the aforementionedcontrol system (metal plate) for the fire

YieldsCause Effect



Center of Gravity


100/128


y Perhaps, in the second case, you could bypass the

fire and water solution altogether by selling alcoholfor sterilizing instruments: LEVERAGE

ALTERNATIVE MATERIALS

YieldsCause Effect



Center of Gravity


101/128


y

EVOLUTION AND BUSINESS ECONOMICS Since products solve problems, and businesses

make money solving problems, product evolvers

need to account for the economics of the business

Product evolvers need to evolve products in a way

that embraces technical evolution yet does not put

them out of business

Center of Gravity


102/128


y

For example, if yourbusiness is to sell cups

of cold water to douse

the fire under a vat,

product evolution is aclear and present

danger to your revenue

stream

Center of Gravity


103/128


y

Rather than using thecup of cold water you

sell, the owner of the

vat can use boiling

water from the vat todouse the fire

If that idea becomes a

solution for him, he will

likely stop buying yourcups of cold water

Center of Gravity


104/128


y

Product evolution canlead to a contradiction,

therefore

If products tend to

evolve toward moreideal solutions, how do

you evolve products yet

not evolve yourself out

of business?

Center of Gravity


105/128


y

To solve this problem, consider the differences inCenter of Gravity between problem solving and

product evolution

Center of Gravity in product evolution is similar to problem

solving in that you seek highly efficient and effective placeswithin a system to create a result

Center of Gravity in product evolution differs from problem

solving in that your selection of where to focus your product

evolution effort is very much predicated on the best

business opportunity, i.e., where the profits are, instead of

where the best possible solution lies

Center of Gravity


106/128


y

So to solve this problem, focus on evolving enoughnew ideas within your cause and effects net to

replace the revenue stream that a product evolution

will eventually curtail

Or as an alternative, evolve an idea from someone

elses solution so that it does not financially matter

to you if they go out of business

Center of Gravity


107/128


y

An evolution that eliminates a key source of incomemay not rise to the top of your priority list over an

evolution that creates a new stream of income

However, keep in mind that if you can eliminate a

key source of your own income, someone elseprobably can too, and you should set your product

evolution process to deal with that eventual outcome

Center of Gravity


108/128


y

In our previous example, a regulation system mightprove a marketable feature that you could sell in

place of cold water

Evolving a solution in this direction could provide

your business with an opportunity to develop a newrevenue stream when you can no longer sell cups of

cold water

Center of Gravity


109/128


y

Selling alcohol might prove a marketable evolutionthat bypasses the need for the whole fire and vat

system

A key feature of Innovation Planner Cards is the

ease with which it helps you understand and get

ahead of inevitable changes in technology

Center of Gravity


110/128


y

Bottom line: Use the Center of Gravity cards toconsider all aspects of where to best focus your

product evolution

For more information on business issues of product

evolution and problem solving, see CompetitiveVectors at

(http://www.centerforadvantage.com/papers.htm)
http://www.centerforadvantage.com/papers.htmhttp://www.centerforadvantage.com/papers.htmhttp://www.centerforadvantage.com/papers.htmhttp://www.centerforadvantage.com/papers.htm


111/128


Decision Cycle

Decision Cycle


112/128


Decision Cycle cardsinvolve how to make

better decisions faster

than your opposition

For product evolution,this relates directly to

the Center of Gravity

issues of how, where,

and when to evolveproducts

Decision Cycle


113/128


Your objective is to win the race of decision cycleswhereby your plans not only work, but work despite

active opposition to your success

In product evolution, this generally means pressing

forward with new and better ideas faster than yourcompetitor can match

Decision Cycle


114/128


Such advantages in development time providesignificant advantages in business

If you can develop a new product in one business

cycle when it takes two business cycles for your

competitor to do the same, you will have theadvantage in the market

Decision Cycle


115/128


Successful product evolution involves resolvingproblems with sufficient markets to make it worth

your while

As a byproduct, your evolution will directly or

indirectly cause problems for your oppositionbecause you are better able to serve you market

Decision Cycle


116/128


For example, an evolution that makes your productthe best in its class creates a problem for a

competitor that is now second best in its class, all

the more so if that competitors product evolution

process is slower than yours

Decision Cycle


117/128


Decision Cycle cardshelp you determine the

way you can evolve a

product that makes

strategic senseconsidering your

opposition

Decision Cycle


118/128


For example, in a worldwithout competition, the

airport might be the

most lucrative place to

set up a new car rentalcompany

Decision Cycle


119/128


Considering theestablished competition,

however, you might better

serve your objectives by

instead setting up aspecialized exotic car

rental company

downtown for the

upwardly mobile

Specializing is one

possible line of product

evolution

Decision Cycle


120/128


Decision cycle also asksyou to consider

psychological and moral

aspects of a product

evolution along withphysical aspects

For example, if a physical

evolution to a problem as

a byproduct releases a

new pollutant into the air,

then that evolution might

prove morally unsuitable

Decision Cycle


121/128


Bottom Line: When you evolve a product, you do soin a competitive environment

You will have opposition, possibly in your own

organization, when your solutions create a problem

for someone else

Decision Cycle cards help you to orient your

evolutions so they can succeed despite active

opposition from others


122/128


Games

Description

Solve It

Evolve It

Games Description


123/128


You can play two games, Evolve Itand Solve it,using Innovation Planner Cards

Evolve Itis a game version of the product

evolution process described on these slides

Solve Itis a game that uses the Innovation

Planner cards to solve problems

The game rules follow:

Evolve It: Methodology and Game for

I i N B P d 1


124/128


Inventing New or Better Products1

1. Place the Operator and Resource cards into two separatestacks.

2. Place the Resolve Contradictions cards face up. These serve

as a guide for players.

3. Select an object to evolve into a new or better form.

4. Deal at least five Operator cards and three Resource cards toeach player.

Evolve It: Methodology and Game for

I i N B P d 2


125/128


Inventing New or Better Products2

5. Allow each player, on successive turns, to apply anOperator or Resource card that presents a possible evolutionof the object. (Evolutions should generally follow the trendestablished by previously played cards.) Draw cards to replacethose used.

6. Use the other cards in the deck to set limitations and

guidelines for the evolution as per their Card Type Definitions,or use them to change the parameters of the game entirely.These cards may be played deliberately or randomly.7. Play until you have completed a successful evolution or until

cards run out.


126/128

Solve It: Methodology and Game for

S l i Ch ll i P bl 2


127/128


Solving Challenging Problems 2

5. Deal at least five Operator cards and three Resource cards toeach player.6. Allow each player, on successive turns, to apply an Operatoror Resource card anywhere along the cause and effects chain, toinclude previously played cards, in a way that supports theresolution of the original problem. Draw cards to replace those

used.7. Use the other cards in the deck to set limitations andguidelines for the intended solution as per their Card TypeDefinitions, or use them to change the parameters of the gameentirely. These cards may be played deliberately or randomly.

8. Play until the problem is solved or until cards run out.


128/128

Additional Resources

This concludes How to Use Innovation Planner Cardsfor Problem Solving

Additional resources appear at

www.ideationtriz.comwww.centerforadvantage.com

www.innovationplannercards.com
http://www.ideationtriz.com/http://www.centerforadvantage.com/http://www.innovationplannercards.com/http://www.innovationplannercards.com/http://www.centerforadvantage.com/http://www.ideationtriz.com/

Documents

Innovation Planner for Product Development.ppt