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©2017 DLMann, all rights reserved
Darrell Mann
Structured Innovation:Methods Integration
©2017 DLMann, all rights reserved
DESIGN
INNOVATION
SYSTEMS
LEAN
FUTURE-PROOFSUCCESSFULENTERPRISE STRATEGY
©2017 DLMann, all rights reserved
©2017 DLMann, all rights reserved
MILLIONS of systems
HUNDREDS of different problems
TENS of successful solutions
©2017 DLMann, all rights reserved
‘nothing new under the sun’…
…just a few billion ways
to combine the things we know
©2017 DLMann, all rights reserved
C
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F
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Y
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S
Five Pillars of Structured Innovation
S
P
A
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E
T
I
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E
I
N
T
E
R
F
A
C
E
©2017 DLMann, all rights reserved
S
P
A
C
E
T
I
M
E
I
N
T
E
R
F
A
C
E
©2017 DLMann, all rights reserved
QFD
Design forManf/Assy
Theory Of Constraints
Taguchi
AxiomaticDesign Function
Analysis
DeBono
6
Shainin
NLP
ValueEngineering
Kepner-Tregoe
Pugh
CPS
spc Kansei
MA
Simplex
Pahl/Beitz
ZBB WOIS
Osborn
VSM
Chaos Theory
Oblique StrategiesLean
TRIZ 5S
Death By A Million Tools8D
RCA
Morphological Analysis
Means-End
Analysis
Split Half
IBA
Blue Ocean
RPR
SWOT
5FORCES
FourthTurning
DesignThinking
Ladder OfAbstraction
SpiralDynamics
PESTAnalysis
SIT
FMEATPM
AFD
BoydOODA
AffinityDiagrams
FishboneDiagram
PLOTS
IBA
ThinkerToys Trend
Analysis
ScenarioPlanning
OLVMCDA
CBR
Pattern Language
Biases
Jugaad
USP
SunTzu
OAHoshin
Patterns
CATWOE
Buzan
GA
Pareto
FTCT
TyphoonOpenInnovation
ActionLearning
AppreciativeInquiry
Biomimetics
Brain-Writing
HarveyCards
LotusBlossom
Technique
Doblin
CharetteProcedure
Cynefin
FocusHurson
OsbornSSM BADIR
Crowd-Sourcing
©2017 DLMann, all rights reservedAll the insights in one place
©2017 DLMann, all rights reserved
TIME
©2017 DLMann, all rights reserved
INNOVATION
INNOVATION
INNOVATION
We always overestimate the change that will occur
in the next two years and underestimate the change
that will occur in the next ten.
Bill Gates
TIME
©2017 DLMann, all rights reserved
‘special world’
‘crossing the
threshold’
The Pollen Path
old system
new system
TIME
©2017 DLMann, all rights reserved
The Hero’s JourneyTIME
Joseph
Campbell
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Think Of A Film…
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Ordinary
World
Call To
Adventure
Refusal
Of The Call
Meeting The
Mentor
Crossing The
Threshold
Tests, Allies
And Enemies
Approach The
Inmost Cave
The Ordeal
Reward
Road Back
Resurrection
Return With
Elixir
Act III
Return
Act I
SeparationAct II-A
Descent
Act II-B
Initiation
ORDINARY
WORLD
SPECIAL
WORLD
TIME
©2017 DLMann, all rights reserved
Ordinary
WorldOrdinary
World
Call To
Adventure
Refusal
Of The Call
Meeting The
Mentor
Crossing The
Threshold
Tests, Allies
And Enemies
Approach The
Inmost Cave
The Ordeal
Reward
Road Back
Resurrection
Return With
Elixir
TIME
©2017 DLMann, all rights reserved
Open
Innovation
Ordinary
WorldOrdinary
World
Call
To
Adventure
Refusal
Of The
Call
Meeting
The
Mentor
Crossing
The
Threshold
Tests
Allies
And
Enemies
The
Inmost
Cave
The
OrdealReward Road
Back
Re
su
rre
ctio
n Return
With
Elixir
TIME
QFD
Design forManf/Assy
Theory Of Constraints
Taguchi
AxiomaticDesign
Function
Analysis
DeBono
6
Shainin
NLPValue
Engineering
Kepner-Tregoe
Pugh
CPS
spc
Kansei
MA
Simplex
Pahl/Beitz
Osborn
VSM
Chaos Theory
Oblique Strategies
Lean
TRIZ
5S
8D
RCA
Morphological
Analysis
Means-
End
Analysis
Split Half
IBA
Blue OceanRPR
S
W
O
T
5
F
O
R
C
E
S
Fourth
Turning
Spiral
Dynamics
PEST
Analysis
SITFMEA
AFD
Boyd
OODA
Affinity
Diagrams
Fishbone
Diagram
P
L
O
T
S
I
B
A
Thinker
Toys
Trend
Analysis
Scenario
Planning
OLV
MCDA
CBR
Pattern Language
Biases
Jugaad
USP
Sun
Tzu
O
A
HoshinPatterns
CATWOE
Buzan
GA
Pareto
F
T
CT
Action
Learning
Appreciative
Inquiry
Biomimetics
Harvey
Cards
Doblin
CharetteProcedure
CynefinSSM
BADIR
Crowd-Sourcing
T
P
M
ZBB
WOIS
Design
Thinking
©2017 DLMann, all rights reserved
I IT
WE ITS
CONTROL
Singular
Plural
External WorldInternal World
Maps Of The World - SPACE
©2017 DLMann, all rights reserved
I IT
WE ITS
CONTROL
EngineMeans Of Production
ToolMore Ideal Product
InterfaceMarket Demand
Co-ordination
TransmissionRoute To Market
SPACE
©2017 DLMann, all rights reserved
SPACE – lumpers
©2017 DLMann, all rights reserved
Open
Inn.
I IT
WE ITS
CONTROL
QFD
Design forManf/Assy
Theory Of Constraints
Taguchi
AxiomaticDesign
FunctionAnalysis
DeBono
6
Shainin
NLP
ValueEngineering
Kepner-Tregoe
Pugh
CPS
spc
Kansei
MASimplex
Pahl/Beitz
ZBB
WOIS
Osborn
VSM
Chaos Theory
Oblique Strategies
Lean
TRIZ 5S
8D
RCA
Morphological
Analysis
Means-
End
Analysis
Split Half
IBA
Blue Ocean
RPR
S
W
O
T
5
F
O
R
C
E
SFourth
Turning
Whack
PackSpiral
Dynamics
PEST
Analysis
SIT
FMEA
T
P
M
AFD
Boyd
OODA
Affinity
Diagrams
Fishbone
DiagramsP
L
O
T
S
Thinker
Toys
Trend
Analysis
Scenario
Planning
OLV
MCDA
CBR
Pattern Language
Biases
Bio-
mim
icry
USP
Sun
Tzu
O
A
Hoshin
Patterns
CATWO
E
Buzan
GA
Pareto
F
T
C
T
Typhoon
SPACE
©2017 DLMann, all rights reserved
Innovation
Capability
Maturity Model
©2017 DLMann, all rights reserved
‘Beat Sony’/Institutionalised Innovation Tools
‘50% of innovations from the consumer’
Average 40 suggestions/employee/yr
90+% implementation rate
40% product turn every 3 years
Skunkworks
Employees spend 30% of time on ‘non’Google’
‘Self-organising’ teams
The Steve Jobs Effect/’insanely great’
Some Organisations Do Get It Right…
©2017 DLMann, all rights reserved
SEEDING CHAMPIONING MANAGING STRATEGISING VENTURING
INTERFACE
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Learning &
Innovation
“Business” “Tech/Ops”
INTERFACE
Cookie-Cutter
Business &
Operations
Local Flexibility
Cookie-Cutter
Business &
Operations
Cookie-Cutter
Business &
Operations
Cookie
Business &
Operations
©2017 DLMann, all rights reserved
INTERFACE
Learning &
InnovationProfessional
Management
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“Improve
Performance”
“Business” “Tech/Ops”
INTERFACE
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“Efficiency
Engine”
“Business” “Tech/Ops”
INTERFACE
©2017 DLMann, all rights reserved
“Efficiency
Engine”
“Business” “Tech/Ops”
INTERFACE – ICMM Level 1
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“Efficiency Engine”
Learning &
Innovation
“Business” “Tech/Ops”
INTERFACE: ICMM Level 2
©2017 DLMann, all rights reserved
“Efficiency Engine”
Learning &
Innovation
“Business” “Tech/Ops”
ICMM Level 3
©2017 DLMann, all rights reserved
INTERFACE: ICMM Level 4
“Efficiency Engine”
Learning &
Innovation
“Business” “Tech/Ops”
Learning &
InnovationProfessional
Management
“Improve
Performance”
“Business” “Tech/Ops”
©2017 DLMann, all rights reserved
INTERFACE: ICMM Level 5
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ordinary world special world
Everything’s workingFeels goodClear rulesClear Direction(‘Progress’)
Knowledge exists
RoutineManage-ableControllable
Nothing seems to work
Uncomfortable/horrible
Confusion
Find ‘new rules’
Challenge assumptions
Knowledge has to be found
Creativity
Not manage-able
‘Out of control’
“Efficiency
Engine”
Learning
&
Innovation
©2017 DLMann, all rights reserved
C-Suite
- Work Different
SBU/Division
- Sell Different
Product/Service
- Do Different
Processes
– Do better
Societal
- Live Different
C-Suite
- Work Different
SBU/Division
- Sell Different
Product/Service
- Do Different
Processes
– Do better
Societal
- Live Different
C-Suite
- Work Different
SBU/Division
- Sell Different
Product/Service
- Do Different
Processes
– Do better
Societal
- Live Different
C-Suite
- Work Different
SBU/Division
- Sell Different
Product/Service
- Do Different
Processes
– Do better
Societal
- Live Different
C-Suite
- Work Different
SBU/Division
- Sell Different
Product/Service
- Do Different
Processes
– Do better
Societal
- Live Different
SEEDING CHAMPIONING MANAGING STRATEGISING VENTURING
INTERFACE & SPACE
©2017 DLMann, all rights reserved
“WORLD 1”ICMM4ICMM2
New Rule: When A Higher ICMM
Level Organisation Enters Your
Market, Your Capability Needs To
Rise To Theirs. Fast.
©2017 DLMann, all rights reserved
SEEDING CHAMPIONING MANAGING STRATEGISING VENTURING
Relation To Innovation Tools….
QFD
Design forManf/Assy
Theory Of ConstraintsTaguchi
AxiomaticDesign
Function
Analysis
DeBono
6
Shainin
NLP
ValueEngineering
Kepner-Tregoe
Pugh
CPS
spcKansei
MA
Simplex
Pahl/Beitz
ZBB
WOIS
Osborn
VSM
Chaos Theory
Oblique Strategies
Lean
TRIZ
5S
8D
RCA
Morphological
Analysis
Means-
End
Analysis
IBA
Blue Ocean
RPR
S
W
O
T
5
F
O
R
C
E
S
Fourth
Design
Thinking
Spiral
Dynamics
SIT
FMEA
T
P
M
AFD
Boyd
P
L
O
T
S
I
B
A
Scenario
Planning
MCDA
CBR
Jugaad
USPSun
Tzu
O
A
Hoshin
Patterns
Buzan
GA
F
T
Open
Innovation
Action
Learning
Appreciative
Inquiry
Biomimetics
Brain-Writing
Lotus
Blossom
Technique
Cynefin
BADIR
Crowd-Sourcing
©2017 DLMann, all rights reserved
Typical
Roles
The successful innovator is most likely to be the sort of covert, troop-rallying, lower/mid-level
manager rebel prepared to ‘ask for forgiveness rather than permission’. Level 1 innovation
successes are most likely to be ‘pirates’, ‘privateers’ and people with the passion to do what
they see is right despite the system
Typical
Success Metrics
Number of suggestions submitted.
Number of suggestions where feedback has been provided (‘management is listening!’).
Number of successfully implemented ideas.
Money saved.
ROI (bearing in mind there was very likely no allowable ‘cost’ to creating the solution)
Typical Levers External grant funding.
‘Sabbatical’ time.
Extra-curricular group meetings.
Hero’s Journey Ordeals How to create a track record of success stories with no formal budget or time.
How to refuse to work on ‘no-win’ projects.
Hype Cycle Ch’cs Peak: Management expresses an interest in (technical) innovation (and probably does a big
launch initiative to ‘kick start’)
Trough: things go badly wrong when technical throws their solution over the wall to the
marketers & business side of the organization.
Management Texts Orbiting The Giant Hairball, Cubicle Commando.
Rules For Renegades, The Art Of War.
How To Win Friends And Influence People, Seven Habits Of Highly Effective People.
Shibumi Strategy, Chutzpah, How To Measure Anything.
Innovation Tools,
Methods
Function Analysis/Value-Stream-Mapping
Kepner-Tregoe.
DFMA/Trimming
Six Thinking Hats
Perception Mapping
9-Windows
Why-What’s-Stopping?
Subversion Analysis/AFD
SCAMPER/Inventive Principles
5S/8D/Quality Circles
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Where Failures Happen - MNCs
Means of
Production
Route to
Market
More Ideal
Product/Service
Market
DemandCo-ordination
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Innovation… Most Difficult Game In The World?
Customer
Need
More Ideal
Solution
Ability of an Organisation
to successfully exploit the
solution
©2017 DLMann, all rights reserved
www.systematic-innovation.comdarrell.mann@systematic-innovation.com
Innovation Capability
Maturity Model:
An Introduction
Darrell Mann
for Business
& Management
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trenDNAUnderstanding Populations BetterThan They Understand Themselves
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Yekta Özözer
Matrix 2010
Darrell Mann
The
Road
To True
Professionalism
Edward
Matchett
The Science
Of Step
Change