swe directed innovation prez 10 14 2011

Maria ThompsonDirector, Innovation StrategyIntellectual Asset ManagementMotorola Solutions, Inc.

Directed InnovationTechniques for Generating Creative, High-Quality Solutions to Gnarly Problems

SWE ConferenceOctober 14, 2011

Presenter

Presentation Notes

Directed Innovation techniques for generating creative, high-quality solutions to gnarly problems When Friday, October 14, 2011, 4 – 5pm Event type WE Conference Session Presenter Maria Thompson Track Innovation in Technology and Business Format Workshop Summary: In my work facilitating Motorola targeted inventing sessions from 1997 through 2010, we have continuously improved our approach to generating high-quality Intellectual Property Rights, product designs, process improvements, marketing approaches and branding. This tutorial will include an historical overview of the evolution from Advanced Inventing to Strategic Portfolio Development and to the current Directed Innovation Methods. A focus will be on proven tips and tools for enhancing individual creative problem solving skills using Ideal Final Result, Problem Storming, and Question Banking.

Process & Service Excellence Conference, Sept 22, 2009, page #2MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product o service names are the property of their respective owners. © Motorola, Inc. 2005

Why increase your “Innovation IQ?”

Your “IQ” can be thought of as a predictable measure of intelligence and performance…

We will cover ways to enhance you and your team’s performance in creative problem solving to support

Invention: novel idea generationInnovation: successful implementation of novel ideas

Creative problem solving skills are critical success factors in today’s competitive environment!

CREATIVITYThree reasons why people are motivated to be creative: need for novel, varied, and complex stimulation need to communicate ideas and values need to identify and solve important problems

Roger von Oech – “Creative thinking involves imagining familiar things in a new light, digging below the surface to

find previously undetected patterns, and finding connections among unrelated phenomena.”


Patents & Intellectual Property Rights

Innovate Like Edison: The Success System of America’s Greatest Inventorby Michael Gelb, Sarah Miller Caldicott

“Next came the patent laws. These began in England in 1624, and in this country with the adoption of our Constitution. Before then, any man might instantly use what another man had invented, so that the inventor had no special advantage from his invention. The patent system changed this; it secured to the inventor for a limited time the exclusive use of his invention, and thereby added the fuel of interest to the fire of genius in discovery and production of new and useful things."

- Abraham Lincoln


What is so great about patents?

Novel solution to problem

Teach others to advance science

"The patent system is nothing more than a way to encourage people toinnovate... to take risks... to make the world a better place.”

-- Dean Kamen, Spotlight On: The U.S. Patent System

Prevent others from using, copying or selling your solution (invention)

AND…US IS SWITCHING TO A FIRST-TO-FILE PATENT SYSTEM


The power of patents - continuedCost Avoidance / Loss of Market Share

RIM paid NTP $612M in litigation settlementRIM had to stop selling Blackberry’s in US for period of time

until settled

Detectability & EnforceabilityWill you be able to identify whether someone is copying

(“infringing”) your product or service?If not, better to pursue trade secrets, copyrights, etc.

BOTTOM LINE: NEED TO USE CREATIVE PROBLEM SOLVING SKILLS EVERY BUSINESS DAY!


History

Advanced InventingAd hoc brainstorming by project teamsInfrequent Patent attorney participationDirect to patent filings


Many Techniques to Think Creatively


HistoryStrategic Portfolio Development– Focused on generating solutions & patents from new

promising technology– TRiZ used rarely to identify conflicts & tradeoffs in new

technology– Attorney = scribe– SME = facilitator (sometimes)– Project &/or technology team participation– Participants vote on ideas to patent


HistoryDirected Innovation

– Agnostic facilitator– Provocation/Question Banking– Diverse & cross-functional team– Innovators = scribes– Balanced left brain vs. right brain activities– Idea Sheets & Competition– Post-its –> Problem Storming– Chocolate, Cinnamon, Peppermint– Concept Evaluation by SMEs & Patent Attorney– Inventor Mentors– Prior Art searching/ Patcomm review


TRIZTeoriya Resheniya Izobretatel’skikh Zadach

The Theory of Inventive Problem Solvinghttp://www.aitriz.org


TRIZ-An amazing set of tools

Theory of Inventive Problem Solving

Techniques for creative problem solving validated by over 50 years of research and 19 years of real world application

Invented by Genrich Altshuller in 1946

Premise:


Think CreaTRIZivelyTM!

#1 Strip descriptions of domain language#2 Be willing to rearrange what you know #3 Describe contradictions and park on them!#4 Is this problem or trade-off solved in other disciplines? #5 What would this ideally look like?


Key Insight #5:

Clearly define the IDEAL outcome

… if anything were possible, what are all the parameters & characteristics that describe the ideal solution?


Our mind tends to automatically organize new information with our current knowledge.


“Even though one was correct at each stage, the situation may still have to be restructured to proceed.” Edward de Bono [http://www.edwdebono.com/]

contradictions

Key Insight #2:Be willing to rearrange

what you know

(overcome psychological inertia!)


Ideality-in the physical world…applies to software

An Ideal System occupies no space, has no weight, requires no service or maintenance, but still performs the Main Function with all the benefits and no harmful interactions.

What is the ideal software program?

What is ideal data?

no memory?

functions require

no cycle time?


1. Focus/Goal:

2. Id

eal

Attr

ibut

es3.

Ask

WH

Y id

eal

(5 ti

mes

)

What are all the ways we might characterize the Ideal/Perfect World solution based on the resources we have available to us?

2. Id

eal

Attr

ibut

es3.

Ask

WH

Y id

eal

(5 ti

mes

)

Organizational Effectiveness

Internal

19

Steps for Ideal Final Result Modeling

1. Clearly & unambiguously describe the final “perfect” solution to your problem, using noun & verb (main function)

2. List as many different distinct adjectives you possibly can that characterize the ideal/perfect solution – both the noun AND the verb/function parts

3. Take each adjective/adjective phrase one at a time and ask yourself WHY that occurs to you as a description of the ideal solution vs. today’s available solutions (surfacing assumptions) –recursively ask why again until you can’t answer


Albert Einstein

"The mere formulation of a problem is far more often essential than its solution, which may be merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imaginationand marks real advances in science."


400,000 Inventions Studied by Altshuller –The Most Clever Solved

Key Insight #3:

If you find yourself trading off features, reframe your desire into, “I want BOTH [feature 1] AND [feature 2].”

Then stay in this creative space!


How do engineering techniques handle contradictions?


Technical Contradiction

A situation when an improvement of one characteristic (parameter) leads to the deterioration of another characteristic (parameter).

How to improve both A and B?

Parameter B ↓

ENGINEERING SYSTEM

Used with permission: Invention Machine Corporation

Parameter A↑


What did Altshuller observe?

Inventors Don’t Optimize First…


Inventors start with a different question!

How can I build a SMALL cellphone that’s lightweight, AND with BIGbuttons my elderly parents can

see and select without misdialing?


Clever inventions achieve the desired function without harming or deteriorating other parameters of the product, software, or service.

Burn bright without burning up! View exactly what the

film will see without obstructing the light

Heavier than air AND weigh nothing.

Guttenberg printing press, oil-based ink -print a page as clear as a custom woodblock print

single lens reflex camera

ELIMINATE COMPROMISE!


You Think…Identify a fix you want to make or an area under your control you want

to improve.

Write it down: “I want to __________.”

Now, what is one of the obstacles to doing that?

Write that down: “If I do what I want, then _______ becomes a problem.

Rewrite the contradiction with an inventor’s mindset: “How might I have BOTH ______ AND _______?” or “How might I have ______ without ____________?”

Now, don’t dismiss it…Park on it…Ponder it…Find a solution that “resolves the contradiction.”


1. Focus/Goal/Objective/Problem:

2. li

mita

tions

2. li

mita

tions

3. O

ppor

tuni

ties

w/o

lim

itatio

n3.

Opp

ortu

nitie

sw

/o li

mita

tion

Question Generation-Recipe: How might we use Opportunity #3 to overcome Limitation #2 and achieve/remove #1?

OR How might we achieve/remove #1 by using #3 without #2?

Organizational Effectiveness

• “Problem Storm” on #3…AND ideate potential thought-provokingQuestions for the DI session (Steps #2-4+)

• Which of those conceptual directions in #3 is the Boldest Provocation?

• Provocations – what would be possible if each of our constraints were removed? Address each limitation individually in #2; try to gen 2-3 per item in #2.

• List & # perceived limitations, boundaries, constraints.

• Technical Conflict/Problem Area:

Problem Storming Steps


Problem Storming w/ critical thinkers (1.7)Describe and list all attributes of Ideal Solution(s)

see TRiZ @ http://www.aitriz.org/

Identify known solutions X and current patents YDescribe characteristics and parameters of X and Y and why they are

insufficient: CRITICAL CHALLENGES39 Parameters Matrix (http://triz40.com/) & 40 Inventive Principles

Once have Critical Challenges, transform these problem statements to thought-provoking questions to inspire radical thinking

Generate an open-ended question in the form of "How might we achieve the IDEAL attribute by applying X or Y technology or solution without introducing a limiting characteristic (parameter) of X or Y technologies or solutions?”

*The format of the problem statements and related open-ended thought-provoking questions is key to successful results

PLAN

http://www.aitriz.org/�

http://triz40.com/�

“Millions saw the apple fall, but Newton was the one who asked why.”

Bernard Baruch


The Older People Get The Fewer Questions They Ask

How often do people ask questions? Why does the typical 5-year-old ask

65 questions a day?Why does the typical 44-year-old ask

only 6 questions a day? Why is it that the older we get, the

fewer questions we ask?

PLAN


How Questions Help Creative Problem Solving = DI

Clarifies problemsEngages mindsIncreases brain flowCultivates curiosityImproves ListeningPromotes analogous thinkingEnhances quality thinkingAccelerates innovationImproves idea management

PLAN


SolutionPeople’s Client ROI for Questions

More Questions = More IdeasFacilitations using Question Banks

generated 34-65% more ideasMore Ideas = Better Solutions10,000 Questions = 3,000,000 IdeasOver $1 Billion Value


Questions Accelerate the M-Curve and Help Produce Breakthrough Ideas Faster

VALUE

OldIdeas

NewSolutions

TIME

????????????????? STIMULANTS ???????????????

PLAN

Presenter

Presentation Notes

Make the connection to cache memory….


Question Banks are organized topical collections of questionsthat inspire diverse, creative and innovative thinking to achieve

goals, overcome challenges, or solve problems

What are Question Banks?

Creative problem solving is the goal of Directed Innovation Sessions

Courtesy Gerald Haman, SolutionPeople

PLAN

Presenter

Presentation Notes

CREATIVE PROBLEM SOLVING IS THE GOAL OF DIRECTED INNOVATION (ADVANCED INVENTING) SESSIONS!


What is the Question Banking Methodology?

IDENTIFY Sources of QuestionsCOLLECT QuestionsORGANIZE QuestionsIMPROVE QuestionsAPPLY Questions (Questionate to Ideate)

PLAN


WHO are the question sources?

ASK a DIVERSE group of peopleSubject Matter Experts (SMEs)Competitors Industry ExpertsPatent Portfolio ManagersIntellectual Asset Managers (IAMs)Patent Portfolio Managers Market ResearchCompetitive IntelligenceSponsorsIdeation ParticipantsProblem-oriented, critical thinkers (Skeptics)Champions or supportersOutsiders (Open Innovation!)Speakers/PresentersEnd users, Customers, Clients, ConsumersHistoriansField engineersYourself, Family, ChildrenSpiritual GuidesLegal

People


What tools are the sources of questions?

KnowBrainer “analog” tool & PodBrainer “mobile” toolThought-provoking questions, words & pics organized by Problem Solving Steps that include: Investigate, Create, Evaluate, Activate

•Pack of 40 Principles (Triz card deck)•Triz 99-Question Bank

99 Questions based on 40 TRIZ Pr inciples - v1

1. Segmentation (Pr inciple #1) 1. How might it be segmented? 2. How might it be segmented into independent parts? 3. How might it be easy to disassemble? 4. How might we increase the degree of fragmentation or segmentation?

2. Separation (Pr inciple #2) 5. How might the interfering parts or properties be singled out? 6. How might only the necessary part be single out?

3. Local Quality (Pr inciple #3) 7. How might the structure be changed from uniform to non-uniform? 8. How might the external environment or influence be changed from uniform to non uniform? 9. How might each part function in conditions most suitable for its operation? 10. How might each part fulfill different and useful functions?

4. Symmetry Change (Pr inciple #4) 11. How might the shape be changed from symmetrical to asymmetrical? 12. If it is asymmetrical, how might the degree of asymmetry be increased?

5. Merging (Pr inciple #5) 13. How might identical or similar objects be brought closer together or merged? 14. How might identical or similar parts be assembled to perform parallel operations? 15. How might operations be contiguous or parallel? 16. How might operations be brought together in time?

6. Multifunctionality (Pr inciple #6) 17. How might parts or objects perform multiple functions? 18. How might parts or objects eliminate the need for other parts?

7. Nested Doll (Pr inciple #7) 19. How might one object be placed inside another? 20. How might one object be placed inside another, and then inside another? 21. How might one part pass through a cavity into another?

8. Weight Compensation (Pr inciple #8) 22. How might the weight of an object be compensated by merging with other objects to provide lift? 23. How might the weight of an object be compensated by interacting with the environment? 24. How might the weight of an object be compensated by interacting with the aerodynamic forces? 25. How might the weight of an object be compensated by interacting with the hydrodynamic forces? 26. How might the weight of an object be compensated by interacting with the aerodynamic buoyant forces?


9. Preliminary

Across 400,000 patents, Altshuller identified 40 approaches repeatedly used by inventors called the40 Inventive Principles.

9. Preliminary9. Preliminary9. Preliminary9. Preliminary9. Preliminary9. Preliminary9. Preliminary

8. Anti-Weight

7. ‘Nested Doll’

6. Universality5. Merging

4. Asymmetry3. Local Quality

2. Taking Out1. Segmentation

9. Preliminary9. Preliminary9. Preliminary9. Preliminary9. Preliminary9. Preliminary9. Preliminary9. Preliminary9. Preliminary39. Preliminary40. CompositeMaterials


Questions to Ask When Collecting Questions

What are ALL the questions that people might answer in order to address the goal(s), challenge(s) or problem(s)?

What are all the obstacles or challenges that might relate to the goal(s)?

What are the 3-5 MOST IMPORTANT questions that should be asked to address the goal(s)?

PLAN


I keep six honest serving-men. They taught me all I knew; Their names are What and Why and When and How and Where and Who.Rudyard Kipling

Indian-born British writer and poet

Six Key Questions


Activate to Innovate Questions(Inspired by Rudyard Kipling’s Quote)

Who should know what you learned?What ideas were valuable?When will you apply the ideas?Where will you apply the ideas?Why are the ideas valuable or important?How will you share or apply the ideas?


PLAN


What are the most important questions you should ask and answer to improve innovation performance?


How can you collect questions?

Plain paper

PLAN


Question Banking TIPS & ChecklistArchive Word outline or Excel database Distribute to diverse community for feedbackReview & reuse problem statementsSearch the internet for existing solutions and reframe as questionsReview other Question BanksWordsmith and polish questions

Use www.thesaurus.comIncrease “open-ended” questionsEliminate “closed” questions that can be answered “yes” or “no”Replace “can” and “could/should” with “might” and “may”Genericise so non-domain experts can engage and invent from different domainsTease out conflicts, contradictions and tradeoffs

√ Quality Review CHECKLISTBrief and conciseProvocative, inviting and inspiringClear and focusedUnderstandable by variety of peopleGrammatically correctFunctional, action-oriented verbs that describe the desired result or outcome

PLAN


HOW do you organize questions?

Develop an outline (MS Word) or database (MS Excel) to manage and share collection

Identify specific domain problems, goals or challenges Clarify logical categories, subjects, topics and subtopics Arrange questions into categories, subjects and topics Remove duplicates Prioritize important questions

PLAN


“Don’t Ever Stop Asking Questions”- Albert Einstein

Presenter

Presentation Notes

EXPLAIN: One of the best minds was Albert Einstein, who advised us: “Don’t Ever Stop Asking Questions.” Einstein was also a good “investigator” who knew that if you asked plenty of questions, you would generate plenty of ideas. Therefore, the following technique should be quite interesting. [Optional: Draw a Question Mark on a flip chart.] NOTES:


Ideation


“Don’t worry about other people stealing your ideas. If your ideas are any good, you’ll have to ram them down people’s throats.”

– Howard Aiken, IBM Engineer


Inventing Rules

DO’s DON’Ts • BUILD on others’ ideas • Criticize others’ ideas • Write down all problems

you think of for later discussion (Opportunities For Invention)

• Vocalize issues to thwart idea generation (e.g., prior art)

• Ask exploratory open-ended questions

• Use questions as way to criticize ideas

• Record problems with your ideas on post-its to later enhance disclosable concepts

• Work only at high-level (a potentially novel idea may be eliminated later during Evaluation)

• Be Tenacious and take the Risk to support “wild” ideas

• Be shy or a perfectionist

• Permit Ambiguity and Be Optimistic

• Project negative non-verbal or verbal behaviors

• Be Speculative and Idealistic

• Be too practical or pragmatic (until Evaluation)

DO

Session Name: Gemini Innovation Workshop

What problem are you trying to solve?(If working from a list of questions, record the question number.)

What is your idea/solution?

How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)

Innovator(s) CoreID(s): Today’s Date:4/27/2007

Potential Business Value:High, Medium, Low, Unknown

What is a “working title” or keywords for your innovation?

Motorola Confidential when Completed

Suggested Lead:

Session Name: Gemini Innovation Workshop

What problem are you trying to solve?(If working from a list of questions, record the question number.)

What is your idea/solution?

How might your idea/solution be implemented? (A sketch, flowchart, or list of features will help to explain this.)

Innovator(s) CoreID(s): Today’s Date:4/27/2007

Potential Business Value:High, Medium, Low, Unknown

What is a “working title” or keywords for your innovation?

Motorola Confidential when Completed

Suggested Lead:

Idea Sheet

Gerald Haman: http://www.solutionpeople.com/people.htm

Challenge: _____________________________________

1. One idea per light bulb2. Generate high volume and wide variety3. Build upon ideas passed to you4. No evaluation yet!

InventorInitials

Directions:

http://www.solutionpeople.com/people.htm�


Recommended Books for Skills BuildingInnovate Like Edison: The Success System of America’s Greatest Inventorby Michael Gelb, Sarah Miller Caldicott

Think Better: An Innovator's Guide to Productive Thinking by Tim Hurson

Simplified TRiZ: New Problem-SolvingApplications for Engineers & ManufacturingProfessionalsby Kalevi Rantanen, Ellen Domb, http://www.aitriz.org/

Making Questions Work: A Guide to What and How to Ask for Facilitators, Consultants, Managers, Coaches, and Educators by Dorothy Strachan

http://www.aitriz.org/�


FACEBOOK: friend me @ “Innovation Maven”

LINKEDIN: Connect with me as a colleague @ www.linkedin.com/in/mariabthompson

InnovationInstigatorNetworks

58

Presenter

Presentation Notes

IDEA SPACE


Back-UP Slides


Directed Innovation: 1.0 PLANning phase

1.4

BUILD(3-5 yrs.)

1.2Competitive

Analysis

1.3IP Landscape

Review

1.1Conduct MarketResearch

1.4Build vs.Buy/JV?

BUY/JV

CSO

1.6Select

“Inventing”TEAM

1.7Problem

STORMING

1.5Garner budget

VP-sponsor?Key Tech

Area?

Who catches the ball?

Presenter

Presentation Notes

Plan/Investigate: 1. Market Research 2. Competitive Analysis 3. IP Landscape Review (see “Voice of IP” in MDb TAM) 4. Build IP vs. Buy, joint venture decision Then…IFF IP-generation play: 5. Verify VP sponsorship/filing budget – who is going to catch the ball? 6. Form your team AND… 7. Problem Identification & Reframing = PROBLEM STORMING


PLAN

Select Inventing team (1.6)Subject Matter Experts (SMEs) in Technology Domain

Identify/select team memberscritical thinkers (problem-oriented)divergent thinkers (creatives)

Facilitator (see IAF Handbook of Group Facilitation)

process observer objectivity no emotional connectivity to outcome


Ideation Agenda –best practice1-1:10 p.m. Introduction

1:10-2:10……….Problem Domain 1 Ideation2:10-2:15……….Break2:15-3:15……….Problem Domain 2 Ideation3:20-3:25……….Break3:25-4:25……….Problem Domain 3 Ideation4:25-4:30.………Break3:50-4:20……….Problem Domain 4 Ideation4:20-5:30……….Concept Combination & Evaluation, Lead assignment (core team)6:00-9:00……….Networking, cocktails, dinner

Day 1

Day 28:30-9:00 a.m…Assign co-inventor teams to disclosure writing9:00-10:00……..Disclosure Writing session #110:00-10:05……Break10:05-11:05……Disclosure Writing session #211:05-11:10……Break11:10:-12:10…..Disclosure Writing session #3

DO


2.0 DO = CREATE

Schedule venue & gather materials

Laptop w/ projection systemRound table(s)Easel boards w/ large Post-it3M sheets to hang on wallsSmall lined Post-its3M – CAPTURE PROBLEMS TOO!Provocation Templates, Idea Booklets, Idea Exchange TemplatePens & Pencils & Colored Markers

Toys & puzzles & Silly PuttyTM or Play-DohTM

Chocolate & cinnamon & popcornChocolate may boost brain power: http://health.yahoo.net/tips/health-benefits-of-chocolatePainting with Chocolate: http://painting.about.com/cs/inspiration/a/chocolatepaint.htm

DO

http://health.yahoo.net/tips/health-benefits-of-chocolate�

http://painting.about.com/cs/inspiration/a/chocolatepaint.htm�


Idea SheetsIdea Exchange

Tools

Directed Innovation: 2.0 DO Phase (create)

DO


Directed Innovation:2.0 DO Phase(create)

2.3 Core team will combine similar concepts, rank best Concepts - well-formed ideas that solve critical challenges, eliminate those without novelty, and notify assigned lead inventors

2.4 Reconvene co-inventors w/ attorney for mini-inventing sessions on combined high-value ideas + “Inventor Mentoring” – DAY 2 bestpractice

• Conduct prior art searching & differentiate idea from findings• Google scholar or www.freepatentsonline.com search

2.5 Document top disclosures and submit to Patent Committee for review

(disclosure management system)

DO


Good News!"The truly great advances of this generation will be made by those who can make

outrageous connections, and only a mind which knows how to play can do that."- Nagle Jackson, Playwright

Science of Playhttp://abcnews.go.com/Video/playerIndex?id=7001867

National Institute for Playhttp://www.nifplay.org/

Play: Introductory Videohttp://www.nifplay.org/index2.html

http://abcnews.go.com/Video/playerIndex?id=7001867�

http://abcnews.go.com/Video/playerIndex?id=7001867�

http://www.nifplay.org/�

http://www.nifplay.org/�

http://www.nifplay.org/index2.html�

http://www.nifplay.org/index2.html�


CHECK:Evaluate


Directed Innovation: 3.0 CHECK Phase (evaluate)

3.1 Ideation Post-Process Evaluation• For each concept or idea generated, assign a VALUE score

Which Problem was it intended to solve?

How well does the concept “solve” the original Problem?

Is the solution novel vs. patent & internet search?

Engage additional Subject Matter Experts to assess, evaluate, broaden initial high-value concepts – Inventor Mentors!

• Identify unsolved problems for further ideation

CHECK


3.2 Patent Committee evaluation of disclosure portfolio

3.3 Analyze ideation results and pursual rate of disclosures generated

3.4 Stay abreast of industry/domain trends

3.5 Keep current with Business-IP Strategy alignment and changes

3.6 Review Acquisitions’ impact on strength of IP portfolio

Directed Innovation: 3.0 CHECK Phase (evaluate)

CHECK


4.1 Stay vigilant and track trends:– Google industry-specific news = business or technology press

releases» http://www.googlescholar.com

– Monitor relevant blogs, RSS feeds, email alerts, twitter

– Review internal and external competitive intelligence and trends reports

– Analyze portfolio pipeline (disclosures, filings, issuances): Innovation, IPManager, Derwent (Thomson Reuters)

– Read patents USPTO, EPO, JPO, wipo.org = patent trend analysishttp://www.google.com/patents or www.freepatentsonline.com

4.0 ACTACT

http://www.googlescholar.com/�

http://www.google.com/patents�


4.2 Redirect non-patentable ideas to other suggestion systems or to business strategy teams

4.3 Provide inputs to business strategy on attractive IP Acquisitions

4.4 Determine other (cross-functional) teams to engage in follow-up ideation sessions

4.5 Identify new/emerging problems (trends) for solution invention OR assignees w/ existing solutions to partner with

4.6/1.0 “Plan” for follow-up inventing sessions (continuous process improvement)

Directed Innovation: 4.0 ACT Phase

ACT


Post mortem – DI lessons learned1. Two Day agenda

- infuse with networking and fun!

2. INVENTOR MENTORS

3. Follow-through!– Post the problem statements; share and reuse QUESTION BANKS

– Engage employees as creative problem solvers worldwide

– Involve more critical thinkers sooner in the Planning/problem storming

– PLAN new sessions on low yield problem areas

4. Continue to evolve and publicize Question Banks to feed ideation pipeline

swe directed innovation prez 10 14 2011

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