7-1 Chapter 7 Creating Ideas © David O’Sullivan

7-2 Reflections  Describe the creativity process  Understand the various sources of ideas used in innovation  Apply a number of idea generation tools  Identify core aspects of project management  Explain the product development process  Understand how to capture critical data for innovation projects  Explain the process of project portfolio management

7-3 Activities [Discussion of selected student ‘Activities’ from previous chapter]

7-4 Learning Targets  Explain creativity  Explore a number of tools that can be used for generating ideas  Understand where many ideas come from  Explain activity modeling  Understand some problem-solving techniques  Detail a simple form for capturing critical data for an idea  Explain the importance of lead users in generating new ideas

Innovation at IDEO 7-5

7-6 Action Pathway

7-7 Problem Solving 1. Identify and select the product, process, or service to be improved. 2. Ensure that the right resources are available and objectives set. 3. Identify problems, prioritize, and select specific problems to analyze. 4. Identify and verify the key causes of a problem. 5. Identify and verify alternative solutions to key causes. 6. Select and check potential solutions. 7. Implement the identified solution. 8. Review the success of the solution implementation. 9. Follow up on failures and identify improvements.

7-8 Creativity  Amabile (1998) Expertise Creative thinking Motivation  Goffin and Mitchell (2005) Normative Exploratory Serendipitous

7-9 Creativity Expertise Creative- Thinking Skills Motivation Creativity

7-10 Diversity  Diversity creates creative friction between individuals that can spark new ideas.  Diversity is a safeguard against groupthink, in which a group of people allow their thinking to converge over time.  Diversity creates an environment in which different perspectives are developed and good ideas can be identified, tested, and supported.

7-11 Enhancing Creativity  naïveté versus experience  autonomy versus discipline  fun versus professionalism  improvisation versus planning

7-12 Encouraging Creativity  Providing good strategic direction  Benchmarking and access to external stimuli  Providing a diverse information service  Employing staff with diverse interests  Having a supportive management style  Creating a climate for innovation  Allowing failures to be tolerated  Allowing people to pursue their own ideas  Rewarding success  Interacting with the customer  Collaborating with other organizations and lead users  Encouraging cross-pollination of ideas  Providing idea suggestion programs

7-13 Sources of Ideas

7-14 Sources of Ideas  New Knowledge  Ideas of Customers  Lead Users  Empathetic Design  Invention Factories  Open Market Innovation

7-15 New Knowledge  Books, journals, conferences  Competitors  Benchmarking

7-16 New Knowledge Ideas  application of technology  engagement of employees  improved customer interaction  benign environmental impact  cost reduction

7-17 Ideas of Customers  Weaknesses of current products/services  Problem solvers  Market research Focus on customer desires Beware: They often don’t understand possibilities They often defend their purchases

7-18 Lead Users  Customers whose needs are far ahead of normal market  Great source of ideas

7-19 Empathetic Design  Observe how customers use products/services  Observe, capture, reflect, analyse, brainstorm, develop

7-20 Invention Factories (Skunkworks)  Corporate level R&D centres Prototyping and Test labs HP Labs, Bell Labs, etc.  University Research Institutes  Collaboration EU Projects!

7-21 Open Market Innovation  If you can’t make – buy it!  Advantages Multiply the building blocks of innovation within an organisation

7-22 Open Innovation ACTIONS RESULTS GOALS TEAMS COMMUNITIES

Hydrogen Car 7-23 Open innovation $10 license fee per car

7-24 Collecting User Knowledge

7-25 Sources of Innovation

7-26 Idea Portfolio

7-27 Activities

7-28 Activities

7-29 Ideation Tools activity networks, affinity diagrams, bar charts, brainstorming, cause–effect diagrams, checklists, control charts, decision trees, design of experiments, fault tree analyses, failure mode effects analyses, flowcharts, flow process charts, force field diagrams, Gantt charts, histograms, line charts, matrix diagrams, matrix, data analysis charts, nominal group techniques, Pareto diagrams, prioritization, matrices, process capability diagrams, process decision program charts, relationship diagrams, scatter diagrams, string diagrams, surveys, tables, tree diagrams, value analyses, voting, …

7-30 Cause-Effect Diagram

7-31 Mind Map

7-32 Microsoft Visio

7-33 Activity Diagram

7-34 Activity Diagram - hierarchy

7-35 Activity List

7-36 Physical Space  Casual meeting areas  Customer contact areas  Libraries (e.g., with books, reports, magazines)  Quiet space  Communication tools (e.g., whiteboards, flipcharts, intranets)  Project rooms (e.g., with permanent wall charts, whiteboards)  Notice boards  Laboratories and prototype rooms  Weekly networking meeting  Mobile computing (e.g., home office, hotel office)

7-37 Summary  Explain creativity  Explore a number of tools that can be used for generating ideas  Understand where many ideas come from  Explain activity modeling  Understand some problem-solving techniques  Detail a simple form for capturing critical data for an idea  Explain the importance of lead users in generating new ideas

7-38 Activities

7-39 Search Online  Innovation Management at Siemens AG (Dr. Claus Weyrich) Innovation: Are You A Predator or Are You Prey? (James M. Utterback)