Tse idea generation_ evaluation_2014

Idea Generation & Evaluation

The Smart Entrepreneur

• Successful entrepreneurs don’t just have ‘Eureka’ moments; they seek out opportunities... but also reshape and refine them

• Opportunities frequently come from unsolved problems

• Good ideas and solutions come from the imagination

• But still need to be evaluated and often revised against some objective criteria

Idea Generation

Copyright of Bart Clarysse and Sabrina KieferThe Smart Entrepreneur

A structured way to enable unstructured thinkingThe ‘Keep on Moving’ process, (source: Lumsdaine & Binks, 2003)

1. Problem Observation2. Problem Definition3. Idea Generation 4. Idea Synthesis5. Idea Evaluation6. Solution Implementation

Each stage in the process requires a different mindset (source: Herrmann, 2003)

1. Explorer2. Detective3. Artist4. Engineer5. Judge6. Producer

You can refer to the ‘Thinking Styles Test’ in the IED Dashboard to determine your team members’ typical mindsets See diagram on next slide

Using the six-stage creative problem solving process


Six-stage creative problem solving – using different mindsets

(Follow the arrows from the centre outward)

• This exercise will help you to devise a business idea that meets a true stakeholder demand/need by addressing an identified problem

» It’s not enough to generate an idea, you also need to evaluate it (and perhaps improve it)

• This method can help your team combine curiosity, imagination, creativity and analysis by moving through different stages of thinking

• It helps you evaluate several ideas against the same set of criteria, so it is more effective than a random list of ‘pros and cons’

• That way it is also more convincing to external stakeholders.

Why do this exercise?


The Explorer Mindset

OBSERVE the problem space you would like to solve with your venture idea

Is it a significant REAL problem? For example:• Does a sizeable group of people have this problem today, or is it just a

personal peeve of yours and a few people?• Would it be a priority for people to solve this problem, or is it just a minor

nuisance that most people can quickly forget?

• Would such people/groups spend money or make a real effort to solve it?• Is anyone already trying to solve it? Are current solutions inadequate?• Is the problem likely to grow in the future?

What is the larger context of the problem?• Is it part of a trend?

Stage 1 – Problem Observation


Stage 2 – Problem Definition

The Detective Mindset

IDENTIFY the root causes of the problem• Aim to reduce the problem to 1-3 focal causes

Tip – keep asking what lies behind each cause, e.g, air pollution traffic congestion lack of car sharing too much trouble to organise difficult to find people to share with time constraints and lack of information resources …….

Which types of people have this problem, when, where?

Possible ways to get INSIGHT into causes• Empathic design research • Interview Expert witnesses

Summarise: What is it? Who has it? Where, When, Why?

Produce a Problem definition statement Copyright of Bart Clarysse and Sabrina Kiefer

The Smart Entrepreneur

Kristien De Wolf, 10/14/2013

Problem Definition statement should be • Connected to one of the root causes• Short, specific, expressed as a goal to solve the problem

Tips – It may be best phrased as a question

– Linking to the ‘Who, what, when, where” may help you find specific solutions, e.g.:

• “How can we encourage car sharing?” – very vague!• “How can we make it easier or more convenient for

professionals living in cities with no metro system to share transportation on weekdays?

How to get it right


The Artist Mindset

Use a Brainstorming session– Generate as many solutions as possible– Wild, odd or humorous ideas welcome – whatever comes to mind can

lead to further ideas– ‘Hitchhiking’ on the back of each others’ ideas is encouraged, e.g.:

– “People who share cars could get discounts at local restaurants”– “People who share cars could also get a discount on insurance and

maintenance”– “Maybe a local company should own the cars, take care of the insurance

and maintenance, and people just rent the cars when needed?”

– No criticism or judgement of any idea is allowed at this stage

Stage 3 – Generating Solutions


1. Breaking away from the logical and rationalTip – start with random words and relate to problem

Tip – change context , e.g, weightlessness, frictionless, time travel

Tip – use pictures to stimulate ideas

1. Help each other to think freely Tip – laugh with, not at each other!

Key Challenges – Stage 3


The Engineer Mindset

•Focus on Purpose, Quality and Better Ideas

•Think of how to make wild ideas more practical

• Cluster ideas into categories‒ For instance, if you’ve used post-it notes, group them into different sets

•Synthesise/merge complementary ideas into combined solutions

•Stay positive – continue to avoid judgement

Stage 4 – Creative Idea Synthesis


1. CategorisationTip – use post-it notes that you can move around on your idea chartTip – organise the ideas under themesTip – be flexible – don’t force fit

1. SynthesisTip – start with a single idea and build up from the rest



The Judge mindset

Now you can begin to consider the merits or demerits of each idea in a methodical way

‒ Identify the criteria that the solution must satisfy» This depends on the stakeholders’ needs, not your preferences!» Imagine the entire context – other factors to consider» Sources of info: Empathic design research, Expert witnesses

‒ Score the suggested solutions according to these criteria‒ Create a series of Advantage/Disadvantage matrices (see next

slides)

Judging the Best Solution


Judging – Advantage/disadvantage matrix 1

Criteria(below are just examples, find the relevant criteria for your

situation!)

Concept 1

Concept2

Concept3

Barriers to Acceptance - - +

Cost - + -

Infrastructure - + -

Scoring: mark a ‘+’ where a concept/solution offers an advantage with respect to a criterion, and ‘–’ where it presents a disadvantage



Revised Criteria Concept2

Concept3

Barriers to acceptance by industry - +

Barriers to acceptance by local government + +

Barriers to acceptance by public - -

Cost - -

Infrastructure - -

Concept 1 has no advantages, so it is discarded. One of the criteria is then elaborated to better differentiate concepts 2 and 3•for instance by considering different types of stakeholder•or some other refinement which applies to your case



Revised Criteria Modified Concept 3

Barriers to acceptance by local government

+

Barriers to acceptance by public +

Net cost to local government +?

Net cost to public +

Infrastructure for local government +?

Infrastructure for public +

Concept 3 offers the most advantages; •now break down the criteria into more detail to analyse this solution further


1. Criteria selection:Tip – imagine trying to use a solution in practice

1. Removing negative aspects:Tips – borrow from other solutions in your brainstorm

– borrow from solutions in other sectors



The Producer Mindset

Dedicated plan

Potential problem analysis

Identifying sources of resistance:Tip – Undertake a stakeholder analysis. Who would resist your solution and

why?

Sources of insight: Expert witnesses, Value chain analysis

Stage 6 – Implementing the Solution


Example – HR services group – Problem Observation and Definition

“We have a lot of employee turnover”

Young people don’t remain interested enough to stay with us for longer than 2 years.

Notice the use of “Who, what, why, when” which makes the problem clearer


Young people don’t remain interested enough to stay with us for longer than 2 yearsBrainstorm

Creative Idea Generation

Recruiting only older people

Giving a company-car

Recruiting less-ambitious people

‘Change of job’ withing the

organisation

Paying more money

Offering interesting education

Working with bonus-system

Making a brand people are proud

to work with

...


Idea Synthesis

Young people don’t remain interested enough to stay with us for longer than 2 years •Categorise the solutions

Young people don’t remain interested

enough to stay with us for longer than 2 years

RENUMERATIONENVIRONMENT

JOB CONTENTRECRUITMENT

• Job-rotation

• Setting clear goals

• Giving some choice in job-content

•…

•Creating a strong brand

•Giving people jobs close to home

•Creating a nice environment

•… • Giving a company car

• Giving bonusses

• …

• Recruiting only non-starters

• Recruiting less ambitious people

•…

Idea Judging - choosing the best solution

Young people don’t remain interested enough to stay with us for longerthan 2 years• Identify the important criteria and compare the solutions

Young people don’t remain interested

enough to stay with us for longer than 2 years

RENUMERATIONENVIRONMENT JOB CONTENTRECRUITMENT

• Job rotation

• Setting clear goals

• Giving some choice in job content

•…

FEASIBILITY

COST TO IMPLEMENT

EFFICIENCY

…

+ + ++ +++ -- + +- + -- ++


• The six-stage creative problem solving process is a tool that allows you to both generate and evaluate a range of ideas – against the same set of criteria (better than random lists of ‘pros and cons’).

• You can use this tool to help you pinpoint the best business ideas and applications in response to problems or trends.

• You can also use it or parts of it at any stage in your business case development, when you need to make a new decision, solve a problem, or evaluate alternative courses of action.

• Your team might find it useful to take the ‘Thinking Styles Test’ in the IE&D Toolbox, based on the Hermann model, to see which mindsets come most naturally to which members.

Conclusion and deliverables


Clarysse, B. and Kiefer, S., 2011. The Smart Entrepreneur. London: Elliot & Thompson, Ch. 2.

Lumsdaine, E. and Binks, M., 2003. Keep on Moving: Entrepreneurial Creativity and Effective Problem Solving. McGraw-Hill.

Lumsdaine, E. and Binks, M., 2005. Creative Problem Solving Workbook. University of Nottingham Institute for Enterprise and Innovation.

Hermann, N., 1995. The Creative Brain. The Ned Hermann Group.

Hermann, N., 1996. The Whole Brain Business Book. McGraw-Hill.

References and further reading


Economy & Finance

Tse idea generation_ evaluation_2014