Post on 16-Aug-2015
transcript
ClassroomPurpose: To enable all Willing Students to
Achieve Mastery of 48 Skills Tangible Skills and a Systems Thinking Mindset
1
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2-2
On Campus Education
Undergraduate Minor
Graduate Certificate 1
Executive Education
Professional Certifications2
3-3
Systems that EnableCREATE
COMMUNICATECOMMERCIALIZE
SYSTEMS DRIVEN LEADERSHIPCONTINUING EDUCATION
5-7
CREATE COMMUNICATE
COMMERCIALIZE SYSTEMS DRIVEN LEADERSHIP
Systems that Enable
CONTINUING EDUCATION
6
CONTINUING EDUCATIONCONTINUING EDUCATION
CREATE 1. Meaningful Uniqueness 2. Stimulus & Diversity 3. Exploring Stimulus 4. CREATE Sessions 1.0 5. Unrelated Stimulus 6. Patent Mining 7. Insight Mining 8. Market Mining 9. Advanced Create Methods 10. Future Mining 11. Wisdom Mining 12. Professional Grade CREATE
COMMUNICATE 13. Blue Card Strategy Activation 14. Yellow Card 15. Synergy of the Concept System 16. Meaningful Uniqueness Clarity 17. Feedback Systems 18. Smart Concept Decisions 19. Patent Translation & Trademarks 20. Advanced Benefit & Proof 21. Meaningful Marketing Messages 22. Professional Grade Marketing Piece 23. Real World Communications 24. Proactive Selling Pitches
COMMERCIALIZE25. Math - the Innovation Gas Pedal26. Innovation Operating System27. Plan Do Study Act28. Cost and Pricing29. Sales Forecasting30. Optimizing the Whole31. Market Risk32. Technology Risk33. Organization Risk34. The Roles in Depth35. IE Projects Step by Step36. Drive Out Fear
SYSTEMS DRIVEN LEADERSHIP37. Appreciation for a System38.Knowledge about Variation39. Theory of Knowledge40. Psychology41. Leading Innovation Operating System 42. Leading Collaboration System43. Leading Rapid Research System44. Leading Patent ROI45. Leading Culture Change46. Leading Invention of WOW Innovations47. Leading World Class Development Systems48. Leading World Class Go to Market Systems
Version 3.0 of the 48 Skills
7-3
CONTINUING EDUCATIONCONTINUING EDUCATION
CREATE 1. Meaningful Uniqueness 2. Stimulus & Diversity 3. Exploring Stimulus 4. CREATE Sessions 1.0 5. Unrelated Stimulus 6. Patent Mining 7. Insight Mining 8. Market Mining 9. Advanced Create Methods 10. Future Mining 11. Wisdom Mining 12. Professional Grade CREATE
COMMUNICATE 13. Blue Card Strategy Activation 14. Yellow Card 15. Synergy of the Concept System 16. Meaningful Uniqueness Clarity 17. Feedback Systems 18. Smart Concept Decisions 19. Patent Translation & Trademarks 20. Advanced Benefit & Proof 21. Meaningful Marketing Messages 22. Professional Grade Marketing Piece 23. Real World Communications 24. Proactive Selling Pitches
COMMERCIALIZE25. Math - the Innovation Gas Pedal26. Innovation Operating System27. Plan Do Study Act28. Cost and Pricing29. Sales Forecasting30. Optimizing the Whole31. Market Risk32. Technology Risk33. Organization Risk34. The Roles in Depth35. IE Projects Step by Step36. Drive Out Fear
SYSTEMS DRIVEN LEADERSHIP37. Appreciation for a System38.Knowledge about Variation39. Theory of Knowledge40. Psychology41. Leading Innovation Operating System 42. Leading Collaboration System43. Leading Rapid Research System44. Leading Patent ROI45. Leading Culture Change46. Leading Invention of WOW Innovations47. Leading World Class Development Systems48. Leading World Class Go to Market Systems
Version 3.0 of the 48 Skills
Summer / Fall of 2014
7-4
CONTINUING EDUCATIONCONTINUING EDUCATION
CREATE 1. Meaningful Uniqueness 2. Stimulus & Diversity 3. Exploring Stimulus 4. CREATE Sessions 1.0 5. Unrelated Stimulus 6. Patent Mining 7. Insight Mining 8. Market Mining 9. Advanced Create Methods 10. Future Mining 11. Wisdom Mining 12. Professional Grade CREATE
COMMUNICATE 13. Blue Card Strategy Activation 14. Yellow Card 15. Synergy of the Concept System 16. Meaningful Uniqueness Clarity 17. Feedback Systems 18. Smart Concept Decisions 19. Patent Translation & Trademarks 20. Advanced Benefit & Proof 21. Meaningful Marketing Messages 22. Professional Grade Marketing Piece 23. Real World Communications 24. Proactive Selling Pitches
COMMERCIALIZE25. Math - the Innovation Gas Pedal26. Innovation Operating System27. Plan Do Study Act28. Cost and Pricing29. Sales Forecasting30. Optimizing the Whole31. Market Risk32. Technology Risk33. Organization Risk34. The Roles in Depth35. IE Projects Step by Step36. Drive Out Fear
SYSTEMS DRIVEN LEADERSHIP37. Appreciation for a System38.Knowledge about Variation39. Theory of Knowledge40. Psychology41. Leading Innovation Operating System 42. Leading Collaboration System43. Leading Rapid Research System44. Leading Patent ROI45. Leading Culture Change46. Leading Invention of WOW Innovations47. Leading World Class Development Systems48. Leading World Class Go to Market Systems
Version 3.0 of the 48 Skills
Summer / Fall of 2014 Summer / Fall of 2015
7-5
CONTINUING EDUCATION
OPTIONS
Pay attention to my presentation
today!
Watch the updated Skills
from your Video Library
8-4
CONTINUING EDUCATION
OPTIONS
Pay attention to my presentation
today!
Watch the updated Skills
from your Video Library https://www.google.com/url?
sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=0CAcQjRw&url=http%3A%2F%2Fwww.gograph.com%2Fstock-
illustration%2Ftreadmill.html&ei=dwiHVbPpJ4W4yQSdjoCgBA&bvm=bv.96339352,d.cGU&psig=AFQjCNFWmKipklu5MHKhUDnU8yix
bIyH7Q&ust=1434999257063596
8-5
CONTINUING EDUCATION
OPTIONS
Pay attention to my presentation
today!
Watch the updated Skills
from your Video Library https://www.google.com/url?
sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=0CAcQjRw&url=http%3A%2F%2Fwww.gograph.com%2Fstock-
illustration%2Ftreadmill.html&ei=dwiHVbPpJ4W4yQSdjoCgBA&bvm=bv.96339352,d.cGU&psig=AFQjCNFWmKipklu5MHKhUDnU8yix
bIyH7Q&ust=1434999257063596- Classroom
- Video Library
8-6
CONTINUING EDUCATION
OPTIONS
Pay attention to my presentation
today!
Watch the updated Skills
from your Video Library https://www.google.com/url?
sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=0CAcQjRw&url=http%3A%2F%2Fwww.gograph.com%2Fstock-
illustration%2Ftreadmill.html&ei=dwiHVbPpJ4W4yQSdjoCgBA&bvm=bv.96339352,d.cGU&psig=AFQjCNFWmKipklu5MHKhUDnU8yix
bIyH7Q&ust=1434999257063596- Classroom
- Video Library
8-7
CONTINUING EDUCATION
OPTIONS
Pay attention to my presentation
today!
Watch the updated Skills
from your Video Library https://www.google.com/url?
sa=i&rct=j&q=&esrc=s&source=images&cd=&ved=0CAcQjRw&url=http%3A%2F%2Fwww.gograph.com%2Fstock-
illustration%2Ftreadmill.html&ei=dwiHVbPpJ4W4yQSdjoCgBA&bvm=bv.96339352,d.cGU&psig=AFQjCNFWmKipklu5MHKhUDnU8yix
bIyH7Q&ust=1434999257063596- Classroom
- Video Library
8-8
CONTINUING EDUCATION
OPTIONS
Pay attention to my presentation
today!
Watch the updated Skills
from your Video Library
9-1
CONTINUING EDUCATION
Come Back to Innovation
College
OPTIONS
Pay attention to my presentation
today!
Watch the updated Skills
from your Video Library
9-2
CONTINUING EDUCATION
Come Back to Innovation
College
FREE for Blue / Black
Belts - Space Available
Basis
OPTIONS
Pay attention to my presentation
today!
Watch the updated Skills
from your Video Library
9-3
CONTINUING EDUCATION
Come Back to Innovation
CollegeTeach the
next generation
FREE for Blue / Black
Belts - Space Available
Basis
OPTIONS
Pay attention to my presentation
today!
Watch the updated Skills
from your Video Library
9-4
CONTINUING EDUCATION
Come Back to Innovation
CollegeTeach the
next generation
NEWFREE for
Blue / Black Belts - Space
Available Basis
OPTIONS
Pay attention to my presentation
today!
Watch the updated Skills
from your Video Library
9-5
next generationCONTINUING EDUCATION
1. Teach StudentsGain Depth of Understanding When you Educate Others
10-3
next generationCONTINUING EDUCATION
1. Teach Students• Find a School: Mitch Hamm - Steve Bebko - John and Wendy Ferris
Gain Depth of Understanding When you Educate Others
10-4
next generationCONTINUING EDUCATION
1. Teach Students• Find a School: Mitch Hamm - Steve Bebko - John and Wendy Ferris• Teacher College: Cycles to Mastery
Gain Depth of Understanding When you Educate Others
10-5
next generationCONTINUING EDUCATION
1. Teach Students• Find a School: Mitch Hamm - Steve Bebko - John and Wendy Ferris• Teacher College: Cycles to Mastery• Instructor Manual with Extreme Levels of Documentation
Gain Depth of Understanding When you Educate Others
10-6
next generationCONTINUING EDUCATION
1. Teach Students
Contact James Beaupre, University of Maine, to Get Started
• Find a School: Mitch Hamm - Steve Bebko - John and Wendy Ferris• Teacher College: Cycles to Mastery• Instructor Manual with Extreme Levels of Documentation
Gain Depth of Understanding When you Educate Others
10-7
next generationCONTINUING EDUCATION
2. Coach to CertifyGet Repetition, Exposure to the latest Content and Tools
11-3
next generationCONTINUING EDUCATION
2. Coach to Certify• Send your colleagues, clients, compadres
to Innovation College
Get Repetition, Exposure to the latest Content and Tools
11-4
next generationCONTINUING EDUCATION
2. Coach to Certify• Send your colleagues, clients, compadres
to Innovation College• Coach them through 3.0 Black Belt
Certification Adventure!
Get Repetition, Exposure to the latest Content and Tools
11-5
next generationCONTINUING EDUCATION
2. Coach to Certify• Send your colleagues, clients, compadres
to Innovation College• Coach them through 3.0 Black Belt
Certification Adventure!
Get Repetition, Exposure to the latest Content and Tools
11-6
Cycles to Mastery Teaching System
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
REMINDER
13-1
• A video that introduces you to what each skill is and why it
matters
Cycles to Mastery Teaching System
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
REMINDER
13-2
• A video that introduces you to what each skill is and why it
matters
• A bite size assignment guides you
through how to do the skill
Cycles to Mastery Teaching System
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
REMINDER
13-3
• A video that introduces you to what each skill is and why it
matters
• A bite size assignment guides you
through how to do the skill
• Summative assignment
demonstrates how this skill ties into the rest of the IE
system
Cycles to Mastery Teaching System
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
REMINDER
13-4
• A video that introduces you to what each skill is and why it
matters
• A bite size assignment guides you
through how to do the skill
• Summative assignment
demonstrates how this skill ties into the rest of the IE
system
• Full integration of this skill into complex real
world scenarios
Cycles to Mastery Teaching System
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
REMINDER
13-5
• A video that introduces you to what each skill is and why it
matters
• A bite size assignment guides you
through how to do the skill
• Summative assignment
demonstrates how this skill ties into the rest of the IE
system
• Full integration of this skill into complex real
world scenarios
• An opportunity to step back and consider
learnings
Cycles to Mastery Teaching System
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
REMINDER
13-6
• A video that introduces you to what each skill is and why it
matters
• A bite size assignment guides you
through how to do the skill
• Summative assignment
demonstrates how this skill ties into the rest of the IE
system
• Full integration of this skill into complex real
world scenarios
• An opportunity to step back and consider
learnings
Unlimited Redos Until Mastery on All Assignments
Cycles to Mastery Teaching System
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
REMINDER
13-7
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
14-1
2.0
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
14-2
~ 100 Videos2.0
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
14-3
~ 100 Videos~ 100
Videos
Innovation College
~ 150 AssignmentsHalf in Class, Half out of Class
2.0
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
14-4
~ 100 Videos~ 100
Videos
Innovation College
~ 150 AssignmentsHalf in Class, Half out of Class
- Lead a Project- BC, YC, 4 x PDSA
- Lead a Project- BC, YC, 4 x PDSA
2.0
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
14-5
~ 100 Videos~ 100
Videos
Innovation College
~ 150 AssignmentsHalf in Class, Half out of Class
- Lead a Project- BC, YC, 4 x PDSA
- Lead a Project- BC, YC, 4 x PDSA
2.0
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
14-6
~ 100 Videos~ 100
Videos
Innovation College
~ 150 AssignmentsHalf in Class, Half out of Class
- Lead a Project- BC, YC, 4 x PDSA
- Lead a Project- BC, YC, 4 x PDSA
2.0
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
14-7
~ 100 Videos
Innovation College
~ 150 AssignmentsHalf in Class, Half out of Class
- Lead a Project- BC, YC, 4 x PDSA
- Lead a Project- BC, YC, 4 x PDSA
2.0
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
15-1
~ 100 Videos
Innovation College
~ 150 AssignmentsHalf in Class, Half out of Class
- Lead a Project- BC, YC, 4 x PDSA
- Lead a Project- BC, YC, 4 x PDSA
2.0
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
3.0
15-2
~ 100 Videos
Innovation College
~ 150 AssignmentsHalf in Class, Half out of Class
- Lead a Project- BC, YC, 4 x PDSA
- Lead a Project- BC, YC, 4 x PDSA
2.0
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
~ 100 Videos3.0
15-3
~ 100 Videos
Innovation College
~ 150 AssignmentsHalf in Class, Half out of Class
- Lead a Project- BC, YC, 4 x PDSA
- Lead a Project- BC, YC, 4 x PDSA
2.0
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
~ 100 Videos
Innovation College
~ 60 In Class ~15 Out of Class3.0
15-4
~ 100 Videos
Innovation College
~ 150 AssignmentsHalf in Class, Half out of Class
- Lead a Project- BC, YC, 4 x PDSA
- Lead a Project- BC, YC, 4 x PDSA
2.0
Digital Classes
Lab Assignments
Application Assignments
Experience Assignments
Reflection Assignments
~ 100 Videos
Innovation College
~ 60 In Class ~15 Out of Class
- Lead a Project through the Discover Phase- Lead a Project through the Develop Phase- 16 Applications Assignments3.0
15-5
~ 100 Videos
Innovation College
~ 60 In Class ~15 Out of Class
- Lead a Project through the Discover Phase- Lead a Project through the Develop Phase- 16 Applications Assignments3.0
16-1
~ 100 Videos
Innovation College
~ 60 In Class ~15 Out of Class
- Lead a Project through the Discover Phase- Lead a Project through the Develop Phase- 16 Applications Assignments3.0
85% of time spent APPLYING to Real
World Work
16-2
~ 100 Videos
Innovation College
~ 60 In Class ~15 Out of Class
- Lead a Project through the Discover Phase- Lead a Project through the Develop Phase- 16 Applications Assignments3.0
85% of time spent APPLYING to Real
World Work
Blue Belt Certification
16-3
~ 100 Videos
Innovation College
~ 60 In Class ~15 Out of Class
- Lead a Project through the Discover Phase- Lead a Project through the Develop Phase- 16 Applications Assignments3.0
85% of time spent APPLYING to Real
World Work
Black Belt CertificationBlue Belt Certification
16-4
Application Assignments
Lead Blue Card Session
4 Hour Minimum
Deliver IEWorkshop
Series
Yellow CardFacilitation
4 Hour Minimum
Blue Card Spark Deck
Created/Presented
Problem SolvingFacilitation
4 Hour Minimum
QuantitativeStimulus Mining
Problem/Idea Starter
QualitativeConcept Feedback
InterAct or 1 on 1
3 Cycles of Concept Writing
Using Tools
Prototype Build/Test/Revise
Rapid Test
CollaborationTo Problem Solve
Outside & Inside Co.
Deep Dive Into Sales & Cost Forecast
Improve Numbers
Make MeaningfulImprovements to
a Company Innovation Check List
Meaningful CompanySystem InnovationFFFC, Collaboration
or Patent ROIProvisional
Patent & BusinessOpportunity Report
Write Yellow Card for 2 Distribution Valves
Get Feedback & Revise
Experience Assignments - Discover, Develop
BLACK BELT CERTIFICATION
Yellow Card Spark Deck
Created/Presented
17-1
Application Assignments
Lead Blue Card Session
4 Hour Minimum
Deliver IEWorkshop
Series
Yellow CardFacilitation
4 Hour Minimum
Blue Card Spark Deck
Created/Presented
Problem SolvingFacilitation
4 Hour Minimum
QuantitativeStimulus Mining
Problem/Idea Starter
QualitativeConcept Feedback
InterAct or 1 on 1
3 Cycles of Concept Writing
Using Tools
Prototype Build/Test/Revise
Rapid Test
CollaborationTo Problem Solve
Outside & Inside Co.
Deep Dive Into Sales & Cost Forecast
Improve Numbers
Make MeaningfulImprovements to
a Company Innovation Check List
Meaningful CompanySystem InnovationFFFC, Collaboration
or Patent ROIProvisional
Patent & BusinessOpportunity Report
Write Yellow Card for 2 Distribution Valves
Get Feedback & Revise
Experience Assignments - Discover, Develop
BLACK BELT CERTIFICATION
Yellow Card Spark Deck
Created/Presented
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17-2
Spark DeckStrategy
Prepare a Custom
Spark Deckto inspire possible strategic
opportunities
Market Trends
1
20-3
Spark DeckStrategy
Prepare a Custom
Spark Deckto inspire possible strategic
opportunities
Market TrendsEmerging Technology
1
20-4
Spark DeckStrategy
Prepare a Custom
Spark Deckto inspire possible strategic
opportunities
Market TrendsEmerging TechnologyDemographic Shifts
1
20-5
Spark DeckStrategy
Prepare a Custom
Spark Deckto inspire possible strategic
opportunities
Market TrendsEmerging TechnologyDemographic ShiftsRegulatory Changes
1
20-6
Once defined, post it to
your private labs portal
So everyone is aligned on
what is VERY
important
24-3
Once defined, post it to
your private labs portal
So everyone is aligned on
what is VERY
important
24-4
Once defined, post it to
your private labs portal
So everyone is aligned on
what is VERY
important
24-5
Once defined, post it to
your private labs portal
So everyone is aligned on
what is VERY
important
24-6
Once defined, post it to
your private labs portal
So everyone is aligned on
what is VERY
important
24-7
Application Assignments
Lead Blue Card Session
4 Hour Minimum
Deliver IEWorkshop
Series
Yellow CardFacilitation
4 Hour Minimum
Blue Card Spark Deck
Created/Presented
Problem SolvingFacilitation
4 Hour Minimum
QuantitativeStimulus Mining
Problem/Idea Starter
QualitativeConcept Feedback
InterAct or 1 on 1
3 Cycles of Concept Writing
Using Tools
Prototype Build/Test/Revise
Rapid Test
CollaborationTo Problem Solve
Outside & Inside Co.
Deep Dive Into Sales & Cost Forecast
Improve Numbers
Make MeaningfulImprovements to
a Company Innovation Check List
Meaningful CompanySystem InnovationFFFC, Collaboration
or Patent ROIProvisional
Patent & BusinessOpportunity Report
Write Yellow Card for 2 Distribution Valves
Get Feedback & Revise
Experience Assignments - Discover, Develop
BLACK BELT
Yellow Card Spark Deck
Created/Presented
46-1
Application Assignments
Lead Blue Card Session
4 Hour Minimum
Deliver IEWorkshop
Series
Yellow CardFacilitation
4 Hour Minimum
Blue Card Spark Deck
Created/Presented
Problem SolvingFacilitation
4 Hour Minimum
QuantitativeStimulus Mining
Problem/Idea Starter
QualitativeConcept Feedback
InterAct or 1 on 1
3 Cycles of Concept Writing
Using Tools
Prototype Build/Test/Revise
Rapid Test
CollaborationTo Problem Solve
Outside & Inside Co.
Deep Dive Into Sales & Cost Forecast
Improve Numbers
Make MeaningfulImprovements to
a Company Innovation Check List
Meaningful CompanySystem InnovationFFFC, Collaboration
or Patent ROIProvisional
Patent & BusinessOpportunity Report
Write Yellow Card for 2 Distribution Valves
Get Feedback & Revise
Experience Assignments - Discover, Develop
BLACK BELT
Yellow Card Spark Deck
Created/Presented
1
2
3
4
5
6
7
46-2
Application Assignments
Lead Blue Card Session
4 Hour Minimum
Deliver IEWorkshop
Series
Yellow CardFacilitation
4 Hour Minimum
Blue Card Spark Deck
Created/Presented
Problem SolvingFacilitation
4 Hour Minimum
QuantitativeStimulus Mining
Problem/Idea Starter
QualitativeConcept Feedback
InterAct or 1 on 1
3 Cycles of Concept Writing
Using Tools
Prototype Build/Test/Revise
Rapid Test
CollaborationTo Problem Solve
Outside & Inside Co.
Deep Dive Into Sales & Cost Forecast
Improve Numbers
Make MeaningfulImprovements to
a Company Innovation Check List
Meaningful CompanySystem InnovationFFFC, Collaboration
or Patent ROIProvisional
Patent & BusinessOpportunity Report
Write Yellow Card for 2 Distribution Valves
Get Feedback & Revise
Experience Assignments - Discover, Develop
BLACK BELT
Yellow Card Spark Deck
Created/Presented
8
9
1
2
3
4
5
6
7
46-3
Application Assignments
Lead Blue Card Session
4 Hour Minimum
Deliver IEWorkshop
Series
Yellow CardFacilitation
4 Hour Minimum
Blue Card Spark Deck
Created/Presented
Problem SolvingFacilitation
4 Hour Minimum
QuantitativeStimulus Mining
Problem/Idea Starter
QualitativeConcept Feedback
InterAct or 1 on 1
3 Cycles of Concept Writing
Using Tools
Prototype Build/Test/Revise
Rapid Test
CollaborationTo Problem Solve
Outside & Inside Co.
Deep Dive Into Sales & Cost Forecast
Improve Numbers
Make MeaningfulImprovements to
a Company Innovation Check List
Meaningful CompanySystem InnovationFFFC, Collaboration
or Patent ROIProvisional
Patent & BusinessOpportunity Report
Write Yellow Card for 2 Distribution Valves
Get Feedback & Revise
Experience Assignments - Discover, Develop
BLACK BELT
Yellow Card Spark Deck
Created/Presented
8
9
1
2
3
4
5
6
7
10
11
12
13
14
15
46-4
Application Assignments
Lead Blue Card Session
4 Hour Minimum
Deliver IEWorkshop
Series
Yellow CardFacilitation
4 Hour Minimum
Blue Card Spark Deck
Created/Presented
Problem SolvingFacilitation
4 Hour Minimum
QuantitativeStimulus Mining
Problem/Idea Starter
QualitativeConcept Feedback
InterAct or 1 on 1
3 Cycles of Concept Writing
Using Tools
Prototype Build/Test/Revise
Rapid Test
CollaborationTo Problem Solve
Outside & Inside Co.
Deep Dive Into Sales & Cost Forecast
Improve Numbers
Make MeaningfulImprovements to
a Company Innovation Check List
Meaningful CompanySystem InnovationFFFC, Collaboration
or Patent ROIProvisional
Patent & BusinessOpportunity Report
Write Yellow Card for 2 Distribution Valves
Get Feedback & Revise
Experience Assignments - Discover, Develop
BLACK BELT
Yellow Card Spark Deck
Created/Presented
8
9
16
1
2
3
4
5
6
7
10
11
12
13
14
15
46-5
First Assignment is to Plan Your Work
- What to work on- Who will be involved- Timing of sessions
50-4
Innovation Engineering Black Belt Coach Validates
“I am so confident that ___________ has the capability and confidence to be an Innovation Engineering Black Belt that I would, with out reservation, trust him/her to take over an Innovation Engineering project that was very important to me.”
1
51-1
Innovation Engineering Black Belt Coach Validates
“I am so confident that ___________ has the capability and confidence to be an Innovation Engineering Black Belt that I would, with out reservation, trust him/her to take over an Innovation Engineering project that was very important to me.”
1 Innovation Engineering Institute Instructor Validates the student’s capability, confidence and transformation of mindset through a review of written documentation of work in Innovation EngineeringLabs.com.
2
51-2
next generationCONTINUING EDUCATION
1. Teach StudentsGain Depth of Understanding When you Educate Others
2. Coach to CertifyGet Repetition, Exposure to the latest Content and Tools
52
CREATE COMMUNICATE
COMMERCIALIZE
Systems that Enable
CONTINUING EDUCATIONSYSTEMS DRIVEN LEADERSHIP
53
SYSTEMS DRIVEN LEADERSHIPSYSTEMS DRIVEN LEADERSHIP
CREATE 1. Meaningful Uniqueness 2. Stimulus & Diversity 3. Exploring Stimulus 4. CREATE Sessions 1.0 5. Unrelated Stimulus 6. Patent Mining 7. Insight Mining 8. Market Mining 9. Advanced Create Methods 10. Future Mining 11. Wisdom Mining 12. Professional Grade CREATE
COMMUNICATE 13. Blue Card Strategy Activation 14. Yellow Card 15. Synergy of the Concept System 16. Meaningful Uniqueness Clarity 17. Feedback Systems 18. Smart Concept Decisions 19. Patent Translation & Trademarks 20. Advanced Benefit & Proof 21. Meaningful Marketing Messages 22. Professional Grade Marketing Piece 23. Real World Communications 24. Proactive Selling Pitches
COMMERCIALIZE25. Math - the Innovation Gas Pedal26. Innovation Operating System27. Plan Do Study Act28. Cost and Pricing29. Sales Forecasting30. Optimizing the Whole31. Market Risk32. Technology Risk33. Organization Risk34. The Roles in Depth35. IE Projects Step by Step36. Drive Out Fear
SYSTEMS DRIVEN LEADERSHIP37. Appreciation for a System38.Knowledge about Variation39. Theory of Knowledge40. Psychology41. Leading Innovation Operating System 42. Leading Collaboration System43. Leading Rapid Research System44. Leading Patent ROI45. Leading Culture Change46. Leading Invention of WOW Innovations47. Leading World Class Development Systems48. Leading World Class Go to Market Systems
54-3
SYSTEMS DRIVEN LEADERSHIPSYSTEMS DRIVEN LEADERSHIP
CREATE 1. Meaningful Uniqueness 2. Stimulus & Diversity 3. Exploring Stimulus 4. CREATE Sessions 1.0 5. Unrelated Stimulus 6. Patent Mining 7. Insight Mining 8. Market Mining 9. Advanced Create Methods 10. Future Mining 11. Wisdom Mining 12. Professional Grade CREATE
COMMUNICATE 13. Blue Card Strategy Activation 14. Yellow Card 15. Synergy of the Concept System 16. Meaningful Uniqueness Clarity 17. Feedback Systems 18. Smart Concept Decisions 19. Patent Translation & Trademarks 20. Advanced Benefit & Proof 21. Meaningful Marketing Messages 22. Professional Grade Marketing Piece 23. Real World Communications 24. Proactive Selling Pitches
COMMERCIALIZE25. Math - the Innovation Gas Pedal26. Innovation Operating System27. Plan Do Study Act28. Cost and Pricing29. Sales Forecasting30. Optimizing the Whole31. Market Risk32. Technology Risk33. Organization Risk34. The Roles in Depth35. IE Projects Step by Step36. Drive Out Fear
SYSTEMS DRIVEN LEADERSHIP37. Appreciation for a System38.Knowledge about Variation39. Theory of Knowledge40. Psychology41. Leading Innovation Operating System 42. Leading Collaboration System43. Leading Rapid Research System44. Leading Patent ROI45. Leading Culture Change46. Leading Invention of WOW Innovations47. Leading World Class Development Systems48. Leading World Class Go to Market Systems
Name Change
54-4
CREATE 1. Meaningful Uniqueness 2. Stimulus & Diversity 3. Exploring Stimulus 4. CREATE Sessions 1.0 5. Unrelated Stimulus 6. Patent Mining 7. Insight Mining 8. Market Mining 9. Advanced Create Methods 10. Future Mining 11. Wisdom Mining 12. Professional Grade CREATE
COMMUNICATE 13. Blue Card Strategy Activation 14. Yellow Card 15. Synergy of the Concept System 16. Meaningful Uniqueness Clarity 17. Feedback Systems 18. Smart Concept Decisions 19. Patent Translation & Trademarks 20. Advanced Benefit & Proof 21. Meaningful Marketing Messages 22. Professional Grade Marketing Piece 23. Real World Communications 24. Proactive Selling Pitches
COMMERCIALIZE25. Math - the Innovation Gas Pedal26. Innovation Operating System27. Plan Do Study Act28. Cost and Pricing29. Sales Forecasting30. Optimizing the Whole31. Market Risk32. Technology Risk33. Organization Risk34. The Roles in Depth35. IE Projects Step by Step36. Drive Out Fear
SYSTEMS DRIVEN LEADERSHIP37. Appreciation for a System38.Knowledge about Variation39. Theory of Knowledge40. Psychology41. Leading Innovation Operating System 42. Leading Collaboration System43. Leading Rapid Research System44. Leading Patent ROI45. Leading Culture Change46. Leading Invention of WOW Innovations47. Leading World Class Development Systems48. Leading World Class Go to Market Systems
SYSTEMS DRIVEN LEADERSHIP
55-1
CREATE 1. Meaningful Uniqueness 2. Stimulus & Diversity 3. Exploring Stimulus 4. CREATE Sessions 1.0 5. Unrelated Stimulus 6. Patent Mining 7. Insight Mining 8. Market Mining 9. Advanced Create Methods 10. Future Mining 11. Wisdom Mining 12. Professional Grade CREATE
COMMUNICATE 13. Blue Card Strategy Activation 14. Yellow Card 15. Synergy of the Concept System 16. Meaningful Uniqueness Clarity 17. Feedback Systems 18. Smart Concept Decisions 19. Patent Translation & Trademarks 20. Advanced Benefit & Proof 21. Meaningful Marketing Messages 22. Professional Grade Marketing Piece 23. Real World Communications 24. Proactive Selling Pitches
COMMERCIALIZE25. Math - the Innovation Gas Pedal26. Innovation Operating System27. Plan Do Study Act28. Cost and Pricing29. Sales Forecasting30. Optimizing the Whole31. Market Risk32. Technology Risk33. Organization Risk34. The Roles in Depth35. IE Projects Step by Step36. Drive Out Fear
SYSTEMS DRIVEN LEADERSHIP37. Appreciation for a System38.Knowledge about Variation39. Theory of Knowledge40. Psychology41. Leading Innovation Operating System 42. Leading Collaboration System43. Leading Rapid Research System44. Leading Patent ROI45. Leading Culture Change46. Leading Invention of WOW Innovations47. Leading World Class Development Systems48. Leading World Class Go to Market Systems
SYSTEMS DRIVEN LEADERSHIP
55-2
CREATE 1. Meaningful Uniqueness 2. Stimulus & Diversity 3. Exploring Stimulus 4. CREATE Sessions 1.0 5. Unrelated Stimulus 6. Patent Mining 7. Insight Mining 8. Market Mining 9. Advanced Create Methods 10. Future Mining 11. Wisdom Mining 12. Professional Grade CREATE
COMMUNICATE 13. Blue Card Strategy Activation 14. Yellow Card 15. Synergy of the Concept System 16. Meaningful Uniqueness Clarity 17. Feedback Systems 18. Smart Concept Decisions 19. Patent Translation & Trademarks 20. Advanced Benefit & Proof 21. Meaningful Marketing Messages 22. Professional Grade Marketing Piece 23. Real World Communications 24. Proactive Selling Pitches
COMMERCIALIZE25. Math - the Innovation Gas Pedal26. Innovation Operating System27. Plan Do Study Act28. Cost and Pricing29. Sales Forecasting30. Optimizing the Whole31. Market Risk32. Technology Risk33. Organization Risk34. The Roles in Depth35. IE Projects Step by Step36. Drive Out Fear
SYSTEMS DRIVEN LEADERSHIP37. Appreciation for a System38.Knowledge about Variation39. Theory of Knowledge40. Psychology41. Leading Innovation Operating System 42. Leading Collaboration System43. Leading Rapid Research System44. Leading Patent ROI45. Leading Culture Change46. Leading Invention of WOW Innovations47. Leading World Class Development Systems48. Leading World Class Go to Market Systems
SYSTEMS DRIVEN LEADERSHIP
Confidence and Capability to Increase Speed to Market
and Decrease Risk with an Innovation Project
55-3
CREATE 1. Meaningful Uniqueness 2. Stimulus & Diversity 3. Exploring Stimulus 4. CREATE Sessions 1.0 5. Unrelated Stimulus 6. Patent Mining 7. Insight Mining 8. Market Mining 9. Advanced Create Methods 10. Future Mining 11. Wisdom Mining 12. Professional Grade CREATE
COMMUNICATE 13. Blue Card Strategy Activation 14. Yellow Card 15. Synergy of the Concept System 16. Meaningful Uniqueness Clarity 17. Feedback Systems 18. Smart Concept Decisions 19. Patent Translation & Trademarks 20. Advanced Benefit & Proof 21. Meaningful Marketing Messages 22. Professional Grade Marketing Piece 23. Real World Communications 24. Proactive Selling Pitches
COMMERCIALIZE25. Math - the Innovation Gas Pedal26. Innovation Operating System27. Plan Do Study Act28. Cost and Pricing29. Sales Forecasting30. Optimizing the Whole31. Market Risk32. Technology Risk33. Organization Risk34. The Roles in Depth35. IE Projects Step by Step36. Drive Out Fear
SYSTEMS DRIVEN LEADERSHIP37. Appreciation for a System38.Knowledge about Variation39. Theory of Knowledge40. Psychology41. Leading Innovation Operating System 42. Leading Collaboration System43. Leading Rapid Research System44. Leading Patent ROI45. Leading Culture Change46. Leading Invention of WOW Innovations47. Leading World Class Development Systems48. Leading World Class Go to Market Systems
SYSTEMS DRIVEN LEADERSHIP
Confidence and Capability to Increase Speed to Market and
Decrease Risk with 100 Innovation Projects
Confidence and Capability to Increase Speed to Market
and Decrease Risk with an Innovation Project
55-4
SYSTEMS DRIVEN LEADERSHIP
37. Appreciation for a System38. Knowledge about Variation39. Theory of Knowledge40. Psychology41. Leading Innovation Operating System 42. Leading Collaboration System43. Leading Rapid Research System44. Leading Patent ROI45. Leading Culture Change46. Leading Invention of WOW Innovations47. Leading World Class Development Systems48. Leading World Class Go to Market Systems
56-1
SYSTEMS DRIVEN LEADERSHIP
37. Appreciation for a System38. Knowledge about Variation39. Theory of Knowledge40. Psychology41. Leading Innovation Operating System 42. Leading Collaboration System43. Leading Rapid Research System44. Leading Patent ROI45. Leading Culture Change46. Leading Invention of WOW Innovations47. Leading World Class Development Systems48. Leading World Class Go to Market Systems
Deming’s System of Profound Knowledge
56-2
SYSTEMS DRIVEN LEADERSHIP
Good
Bad
Good
BadInputs Outputs
Making the System Visible
AIM of System
57-5
SYSTEMS DRIVEN LEADERSHIP
Good
Bad
Good
BadInputs Outputs
Phase 1 Phase 2 Phase 3 Phase 4
Making the System Visible
AIM of System
57-6
SYSTEMS DRIVEN LEADERSHIP
Good
Bad
Good
BadInputs Outputs
Phase 1 Phase 2 Phase 3 Phase 4
Enabling Sub
Systems
Enabling Sub
Systems
Enabling Sub
Systems
Enabling Sub
Systems
Making the System Visible
AIM of System
57-7
SYSTEMS DRIVEN LEADERSHIP
Good
Bad
Good
BadInputs Outputs
Phase 1 Phase 2 Phase 3 Phase 4
Enabling Sub
Systems
Enabling Sub
Systems
Enabling Sub
Systems
Enabling Sub
Systems
Making the System Visible
Key Metric
AIM of System
57-8
SYSTEMS DRIVEN LEADERSHIP
Good
Bad
Good
BadInputs Outputs
Phase 1 Phase 2 Phase 3 Phase 4
Enabling Sub
Systems
Enabling Sub
Systems
Enabling Sub
Systems
Enabling Sub
Systems
Making the System Visible
Key Metric Key Metric
AIM of System
57-9
SYSTEMS DRIVEN LEADERSHIP
Good
Bad
Good
BadInputs Outputs
Phase 1 Phase 2 Phase 3 Phase 4
Enabling Sub
Systems
Enabling Sub
Systems
Enabling Sub
Systems
Enabling Sub
Systems
Making the System Visible
Key Metric Key Metric Key Metric
AIM of System
57-10
SYSTEMS DRIVEN LEADERSHIP
Good
Bad
Good
BadInputs Outputs
Phase 1 Phase 2 Phase 3 Phase 4
Enabling Sub
Systems
Enabling Sub
Systems
Enabling Sub
Systems
Enabling Sub
Systems
Making the System Visible
Key Metric Key Metric Key Metric Key Metric
AIM of System
57-11
SYSTEMS DRIVEN LEADERSHIP
AIM of System
Knowledge About Variation
Common Cause: Errors of the system, Errors due to Poor Tools, Training, Technique
58-2
SYSTEMS DRIVEN LEADERSHIP
AIM of System
Knowledge About Variation
Common Cause: Errors of the system, Errors due to Poor Tools, Training, Technique
58-3
SYSTEMS DRIVEN LEADERSHIP
AIM of System
Knowledge About Variation
Common Cause: Errors of the system, Errors due to Poor Tools, Training, Technique
Special Cause: Errors from Mistakes, Not Doing Job, Not Following System, External Factors
58-4
CREATE COMMUNICATE
Systems that Enable
CONTINUING EDUCATIONSYSTEMS DRIVEN LEADERSHIP
COMMERCIALIZE
59
COMMERCIALIZECOMMERCIALIZE
25. Math - the Innovation Gas Pedal26. Innovation Operating System27. Plan Do Study Act28. Cost and Pricing29. Sales Forecasting30. Optimizing the Whole31. Market Risk32. Technology Risk33. Organization Risk34. The Roles in Depth35. IE Projects Step by Step36. Drive Out Fear
60-3
• Fermi Estimating: Aim is to approximate calculations with little or no actual data
COMMERCIALIZE
Systems that Enable Math
61-2
• Fermi Estimating: Aim is to approximate calculations with little or no actual data
COMMERCIALIZE
Systems that Enable Math
• Delphi Method: Aim is to combine expert opinions on the likelihood of an unknown future outcome
61-3
• Fermi Estimating: Aim is to approximate calculations with little or no actual data
COMMERCIALIZE
Systems that Enable Math
• Delphi Method: Aim is to combine expert opinions on the likelihood of an unknown future outcome
61-4
1. Deconstruct Until You Know How to Estimate
COMMERCIALIZE
Challenge
ComponentComponent
Component
Fermi Estimating
62-4
1. Deconstruct Until You Know How to Estimate
COMMERCIALIZE
Challenge
ComponentComponent
Component
ComponentComponent Component
Component
Component
Fermi Estimating
62-5
1. Deconstruct Until You Know How to Estimate
COMMERCIALIZE
Challenge
ComponentComponent
Component
ComponentComponent Component
Component
Component
Fermi Estimating
62-6
1. Deconstruct Until You Know How to Estimate
2. Estimate Values for
Lowest Level
COMMERCIALIZE
Challenge
ComponentComponent
Component
ComponentComponent Component
Component
Component
Fermi Estimating
62-7
1. Deconstruct Until You Know How to Estimate
2. Estimate Values for
Lowest Level
COMMERCIALIZE
Challenge
ComponentComponent
Component
ComponentComponent Component
Component
Component
Component Value Reasoning
Fermi Estimating
62-8
1. Deconstruct Until You Know How to Estimate
2. Estimate Values for
Lowest Level
3. Do Math to Work Back Up
the Map
COMMERCIALIZE
Challenge
ComponentComponent
Component
ComponentComponent Component
Component
Component
Component Value Reasoning
Fermi Estimating
62-9
1. Deconstruct Until You Know How to Estimate
2. Estimate Values for
Lowest Level
3. Do Math to Work Back Up
the Map
COMMERCIALIZE
Challenge
ComponentComponent
Component
ComponentComponent Component
Component
Component
Component Value Reasoning Show Your Work
Fermi Estimating
62-10
1. Deconstruct Until You Know How to Estimate
2. Estimate Values for
Lowest Level
3. Do Math to Work Back Up
the Map
COMMERCIALIZE
Challenge
ComponentComponent
Component
ComponentComponent Component
Component
Component
Component Value Reasoning Show Your Work
Fermi Estimating
62-11
COMMERCIALIZECOMMERCIALIZE
System to Enable Alignment
• Operating System: Aim is to get ideas to market faster, with a higher probability of success
63-2
Operating System Structure & Processes
A. Blue Card
C. Phases (aka Stages & Gates)DELIVERDEFINE DISCOVER DEVELOP
B. Yellow Cards
64-4
Operating System Structure & Processes
D. Check List Process (Lists customized for how the culture manages CORE & LEAP - Death Threats & Milestones)
A. Blue Card
C. Phases (aka Stages & Gates)DELIVERDEFINE DISCOVER DEVELOP
B. Yellow Cards
64-5
Operating System Structure & Processes
D. Check List Process (Lists customized for how the culture manages CORE & LEAP - Death Threats & Milestones)
A. Blue Card
E. Work Process for Tasks
C. Phases (aka Stages & Gates)DELIVERDEFINE DISCOVER DEVELOP
B. Yellow Cards
64-6
Operating System Structure & Processes
D. Check List Process (Lists customized for how the culture manages CORE & LEAP - Death Threats & Milestones)
A. Blue Card
E. Work Process for Tasks
C. Phases (aka Stages & Gates)DELIVERDEFINE DISCOVER DEVELOP
B. Yellow Cards
64-7
Tells us WHAT to Do WHY to Do ItHOW to Do It
Check List
COMMERCIALIZE
Determine if Customers see value in our idea
Relative to our Aim!
65-3
Tells us WHAT to Do WHY to Do ItHOW to Do It
Check List
COMMERCIALIZE
Checking for customer/stakeholder appeal reduces our chances of wasting our time on ideas that end users don't get excited about.
Determine if Customers see value in our idea
Relative to our Aim!
65-4
Tells us WHAT to Do WHY to Do ItHOW to Do It
Check List
COMMERCIALIZE
Get feedback from key customers on the entire yellow card. Use InterAct Sessions, One on One Interviews and Rapid Test
Checking for customer/stakeholder appeal reduces our chances of wasting our time on ideas that end users don't get excited about.
Determine if Customers see value in our idea
Relative to our Aim!
65-5
PLAN: What success looks like - goal, metric or desired outcome…when addressing this Death Threat (Milestone), at this point in time, for this Project and for this Blue Card.
COMMERCIALIZE
66-1
PLAN: What success looks like - goal, metric or desired outcome…when addressing this Death Threat (Milestone), at this point in time, for this Project and for this Blue Card.
DO: To achieve this we will do the following work, activity or experiment.
COMMERCIALIZE
66-2
PLAN: What success looks like - goal, metric or desired outcome…when addressing this Death Threat (Milestone), at this point in time, for this Project and for this Blue Card.
DO: To achieve this we will do the following work, activity or experiment.
STUDY: Did we reach our success standard? THINK deeply, why did we or why didn’t we?
COMMERCIALIZE
66-3
PLAN: What success looks like - goal, metric or desired outcome…when addressing this Death Threat (Milestone), at this point in time, for this Project and for this Blue Card.
DO: To achieve this we will do the following work, activity or experiment.
STUDY: Did we reach our success standard? THINK deeply, why did we or why didn’t we?
ACT: Based on what has been learned, has this Death Threat (Milestone) been resolved?
COMMERCIALIZE
66-4
COMMERCIALIZECOMMERCIALIZE
Get feedback from key customers on the entire yellow card. Use InterAct Sessions, one on one Interviews and Rapid Test
Checking for customer/stakeholder appeal reduces our chances of wasting our time on ideas that end users don't get excited about.
Determine if Customers see value in our idea
67-1
COMMERCIALIZECOMMERCIALIZE
Get feedback from key customers on the entire yellow card. Use InterAct Sessions, one on one Interviews and Rapid Test
Checking for customer/stakeholder appeal reduces our chances of wasting our time on ideas that end users don't get excited about.
Determine if Customers see value in our idea
PLAN: What success looks like - goal, metric or desired outcome…when addressing this Death Threat (Milestone), at this point in time, for this Project and for this Blue Card.
67-2
COMMERCIALIZECOMMERCIALIZE
Get feedback from key customers on the entire yellow card. Use InterAct Sessions, one on one Interviews and Rapid Test
Checking for customer/stakeholder appeal reduces our chances of wasting our time on ideas that end users don't get excited about.
Determine if Customers see value in our idea
PLAN: What success looks like - goal, metric or desired outcome…when addressing this Death Threat (Milestone), at this point in time, for this Project and for this Blue Card.
Need to Achieve a Rapid Test Score of 7.0 with a sample
size of 60
67-3
COMMERCIALIZECOMMERCIALIZE
Get feedback from key customers on the entire yellow card. Use InterAct Sessions, one on one Interviews and Rapid Test
Checking for customer/stakeholder appeal reduces our chances of wasting our time on ideas that end users don't get excited about.
Determine if Customers see value in our idea
PLAN: What success looks like - goal, metric or desired outcome…when addressing this Death Threat (Milestone), at this point in time, for this Project and for this Blue Card.
Need to Achieve a Rapid Test Score of 7.0 with a sample
size of 60Need a purchase commitment
from 5 customers
67-4
COMMERCIALIZE
PLAN DO STUDY ACT
DO STUDY
DO STUDY
V.1No, Because…
V. 2 No, Because…Rapid Test Score = 7.0
68-4
COMMERCIALIZE
PLAN DO STUDY ACT
DO STUDY
DO STUDY
V.1No, Because…
V. 2 No, Because…
V. 3 Yes, Because…
Rapid Test Score = 7.0
68-5
COMMERCIALIZE
PLAN DO STUDY ACT
DO STUDY
DO STUDY
V.1No, Because…
V. 2 No, Because…
V. 3 Yes, Because…
Rapid Test Score = 7.0
68-6
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
& or
Without Defining Clearly What Success Looks Like
Using…
69-3
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
& or Setting The Plan
Success Standards
& or
Without Defining Clearly What Success Looks Like
Using…
69-4
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
& or Setting The Plan
Success Standards
& or
Without Defining Clearly What Success Looks Like
Using…Being a Change
Agent is Very RISKY As there are no rules.
69-5
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
& or Setting The Plan
Success Standards
& or
Without Defining Clearly What Success Looks Like
Using…Being a Change
Agent is Very RISKY As there are no rules.
69-6
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
& or Setting The Plan
Success Standards
& or
Without Defining Clearly What Success Looks Like
Using…Being a Change
Agent is Very RISKY As there are no rules.
69-7
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
& or Setting The Plan
Success Standards
& or
Without Defining Clearly What Success Looks Like
Using…Being a Change
Agent is Very RISKY As there are no rules.
69-8
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
& or Setting The Plan
Success Standards
& or
Without Defining Clearly What Success Looks Like
Using…Being a Change
Agent is Very RISKY As there are no rules.
69-9
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
& or Setting The Plan
Success Standards
& or
Without Defining Clearly What Success Looks Like
Using…Being a Change
Agent is Very RISKY As there are no rules.
69-10
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
& or Setting The Plan
Success Standards
& or
Without Defining Clearly What Success Looks Like
Using…Being a Change
Agent is Very RISKY As there are no rules.
69-11
Check List Standards What, Why, How
Blue Card
Constraints Exclusions
& or Setting The Plan
Success Standards
& or
Without Defining Clearly What Success Looks Like
Using…Being a Change
Agent is Very RISKY As there are no rules.
And Frustrating
69-12
CREATE
Systems that Enable
CONTINUING EDUCATIONSYSTEMS DRIVEN LEADERSHIP
COMMERCIALIZECOMMUNICATE
70
COMMUNICATECOMMUNICATE
13. Blue Card Strategy Activation 14. Yellow Card 15. Synergy of the Concept System 16. Meaningful Uniqueness Clarity 17. Feedback Systems 18. Smart Concept Decisions 19. Patent Translation & Trademarks 20. Advanced Benefit & Proof 21. Meaningful Marketing Messages 22. Professional Grade Marketing Piece 23. Real World Communications 24. Proactive Selling Pitches
71-3
COMMUNICATECOMMUNICATE
• 3-Step Writing Process: Aim is to think deeply and communicate your thoughts.
Systems that Enable Great Communications
72-2
COMMUNICATECOMMUNICATE
• 3-Step Writing Process: Aim is to think deeply and communicate your thoughts.
• Concept as a Whole: Aim is to achieve clarity and tell a single, compelling story of your idea
Systems that Enable Great Communications
72-3
COMMUNICATECOMMUNICATE
• 3-Step Writing Process: Aim is to think deeply and communicate your thoughts.
• Concept as a Whole: Aim is to achieve clarity and tell a single, compelling story of your idea
Systems that Enable Great Communications
72-4
COMMUNICATECOMMUNICATE
Step 2: Organize Your Thinking
Step 1: Speak Onto The Page
Free Writing / 20 Questions
73-3
COMMUNICATECOMMUNICATE
Step 2: Organize Your Thinking
Step 3: Read Aloud and Revise
Step 1: Speak Onto The Page
Free Writing / 20 Questions
73-4
COMMUNICATECOMMUNICATE
Step 2: Organize Your Thinking
Step 3: Read Aloud and Revise
Step 1: Speak Onto The Page
Free Writing / 20 Questions
Applied to
73-5
• 3-Step Writing Process: Aim is to think deeply and communicate your thoughts.
• Concept as a Whole: Aim is to achieve clarity and tell a single, compelling story of your idea
COMMUNICATE
Systems that Enable Great Communications
74-1
• 3-Step Writing Process: Aim is to think deeply and communicate your thoughts.
• Concept as a Whole: Aim is to achieve clarity and tell a single, compelling story of your idea
COMMUNICATE
Systems that Enable Great Communications
74-2
Parts of a CONCEPT are Interdependent
A CONCEPT is a whole that cannot be divided into independent parts.
A Concept as a Whole - Tell Me a Story
COMMUNICATE
75-3
A CONCEPT Is not the sum of it’s parts it’s the product of their Interactions
Parts of a CONCEPT are Interdependent
A CONCEPT is a whole that cannot be divided into independent parts.
A Concept as a Whole - Tell Me a Story
COMMUNICATE
75-4
Look at the Concept As A WholeSeries of Six Tensions
Meaningfulness vs. UniquenessOverall
Fundamentals
76-3
Look at the Concept As A WholeSeries of Six Tensions
Problem vs. Promise
Meaningfulness vs. UniquenessOverall
Fundamentals
76-4
Look at the Concept As A WholeSeries of Six Tensions
Problem vs. Promise
Meaningfulness vs. UniquenessOverall
Fundamentals Promise vs. Proof
76-5
Look at the Concept As A WholeSeries of Six Tensions
Problem vs. Promise
Meaningfulness vs. UniquenessOverall
Fundamentals Promise vs. Proof
Problem vs. Proof
76-6
Look at the Concept As A WholeSeries of Six Tensions
Problem vs. Promise
Meaningfulness vs. UniquenessOverall
Fundamentals
Executional
Promise vs. Proof
Problem vs. Proof
76-7
Look at the Concept As A WholeSeries of Six Tensions
Problem vs. Promise
Cost vs. Value
Meaningfulness vs. UniquenessOverall
Fundamentals
Executional
Promise vs. Proof
Problem vs. Proof
76-8
Look at the Concept As A WholeSeries of Six Tensions
Completeness vs. Simplicity
Problem vs. Promise
Cost vs. Value
Meaningfulness vs. UniquenessOverall
Fundamentals
Executional
Promise vs. Proof
Problem vs. Proof
76-9
COMMERCIALIZE
CREATE
Systems that Enable
CONTINUING EDUCATIONSYSTEMS DRIVEN LEADERSHIP
COMMUNICATE
88
CREATECREATE
1. Meaningful Uniqueness 2. Stimulus & Diversity 3. Exploring Stimulus 4. CREATE Sessions 1.0 5. Unrelated Stimulus 6. Patent Mining 7. Insight Mining 8. Market Mining 9. Advanced Create Methods 10. Future Mining 11. Wisdom Mining 12. Professional Grade CREATE
89-3
CREATECREATE
• Gathering Stimulus: Aim is to learn new knowledge so to make non-obvious connections
Systems that Enable Bolder Ideas
90-2
CREATECREATE
• Gathering Stimulus: Aim is to learn new knowledge so to make non-obvious connections
• Sharing Stimulus: Aim is to easily share your learning with others to leverage diversity of thought
Systems that Enable Bolder Ideas
90-3
CREATECREATE
• Gathering Stimulus: Aim is to learn new knowledge so to make non-obvious connections
• Sharing Stimulus: Aim is to easily share your learning with others to leverage diversity of thought
Systems that Enable Bolder Ideas
90-4
PATENT Mining
WISDOM Mining
Tech Mining
MARKET Mining
INSIGHT Mining
Classic Mining
Gathering Stimulus
CREATE
91-3
PATENT Mining
WISDOM Mining
Tech Mining
MARKET Mining
INSIGHT Mining
Classic Mining
FUTURE Mining
UNRELATED Mining
Stretch Mining
Gathering Stimulus
CREATE
91-4
CREATE
Depth of Stimulus Mining
Read about a technology
Call the inventor and learn more
Get a sample from the inventor
93-4
CREATE
Depth of Stimulus Mining
Read about a technology
Call the inventor and learn more
Get a sample from the inventor
Spend a Day with Inventor
93-5
CREATE
Depth of Stimulus MiningRead customer comments
Observe customers
Run a quantitative survey
94-4
CREATE
Depth of Stimulus MiningRead customer comments
Observe customers
Run a quantitative survey
Spend time with customers
94-5
CREATE
Depth of Stimulus Mining
Read about analogous industries
Learn the operations
Call experts in other fields
95-4
CREATE
Depth of Stimulus Mining
Read about analogous industries
Learn the operations
Call experts in other fields
Go to a trade show / conference
95-5
CREATE
Learn the operations from another industry
Spend time with customers
Get a sample of technology from the
inventor
Synthesis
96-3
CREATE
Learn the operations from another industry
Spend time with customers
Get a sample of technology from the
inventor
Synthesis
96-4
CREATE
• Gathering Stimulus: Aim is to learn new knowledge so to make non-obvious connections
• Sharing Stimulus: Aim is to easily share your learning with others to leverage diversity of thought
Systems that Enable Bolder Ideas
97-1
CREATE
• Gathering Stimulus: Aim is to learn new knowledge so to make non-obvious connections
• Sharing Stimulus: Aim is to easily share your learning with others to leverage diversity of thought
Systems that Enable Bolder Ideas
97-2
What is Great Stimulus?1. Disruptive It makes you stop and think
PO: Why might this be?
CREATE
It’s UNEXPECTED News / Facts
98-3
What is Great Stimulus?1. Disruptive It makes you stop and think
2. Divergent It is open endedPO: Why might this be?
CREATE
It’s UNEXPECTED News / Facts
98-4
What is Great Stimulus?1. Disruptive It makes you stop and think
2. Divergent It is open endedPO: Why might this be?
CREATE
It’s UNEXPECTED News / Facts
Triggers multiple ideas
98-5
CREATE
Disruptive
A Learning that you are excited to share with your team
Sharing Stimulus - no matter the form
99-2
CREATE
Disruptive
A Learning that you are excited to share with your team
Divergent
How might we…
What could this…
What if…
Sharing Stimulus - no matter the form
99-3
Disruptive Divergent
Source:
A longer deadline made people happier but less likely to redeem the offer and in turn have more regret for missing out.
Special Offers Study
Procrastination of Enjoyable Experiences, Published: October 1st, 2010
100-1
Disruptive Divergent
Source:
A longer deadline made people happier but less likely to redeem the offer and in turn have more regret for missing out.
With a shorter deadline people were more likely to take up the offer.
Special Offers Study
Procrastination of Enjoyable Experiences, Published: October 1st, 2010
100-2
Disruptive Divergent
Source:
• What kind of deadlines can we put into place that will cause the sense of urgency to ‘act now?’
A longer deadline made people happier but less likely to redeem the offer and in turn have more regret for missing out.
With a shorter deadline people were more likely to take up the offer.
Special Offers Study
Procrastination of Enjoyable Experiences, Published: October 1st, 2010
100-3
Disruptive Divergent
Source:
• What kind of deadlines can we put into place that will cause the sense of urgency to ‘act now?’
• How can we create FOMO with savings for the future?
A longer deadline made people happier but less likely to redeem the offer and in turn have more regret for missing out.
With a shorter deadline people were more likely to take up the offer.
Special Offers Study
Procrastination of Enjoyable Experiences, Published: October 1st, 2010
100-4
Disruptive Divergent
Source:
Built in wear-indicator device with a sensor and microprocessor.
It can measure and report the use history of the shoe, and feature a display which shows the current point in the shoe’s life cycle
US 6,578,291B2
101-1
Disruptive Divergent
Source:
Built in wear-indicator device with a sensor and microprocessor.
It can measure and report the use history of the shoe, and feature a display which shows the current point in the shoe’s life cycle
US 6,578,291B2
• What problem could we solve or prevent with built-in sensors?
101-2
Disruptive Divergent
Source:
Built in wear-indicator device with a sensor and microprocessor.
It can measure and report the use history of the shoe, and feature a display which shows the current point in the shoe’s life cycle
US 6,578,291B2
• What problem could we solve or prevent with built-in sensors?
• What information could we promise?
101-3
Disruptive Divergent
Source:
Built in wear-indicator device with a sensor and microprocessor.
It can measure and report the use history of the shoe, and feature a display which shows the current point in the shoe’s life cycle
US 6,578,291B2
• What problem could we solve or prevent with built-in sensors?
• What information could we promise?
• How could we offer the smartest shoes on earth?
101-4
Disruptive Divergent
Source:
Problems
Big
0
2
4
6
8
10
Frequent0 2 4 6 8 10
Merwyn Rapid Research - Insight Mining - Sample Size = 102
Our offering solves a
problem that is no longer a problem!
102-1
Disruptive Divergent
Source:
Problems
Big
0
2
4
6
8
10
Frequent0 2 4 6 8 10
Merwyn Rapid Research - Insight Mining - Sample Size = 102
Our offering solves a
problem that is no longer a problem!
What is the bigger issue that we are only a small part of the solution for?
102-2
Disruptive Divergent
Source:
Problems
Big
0
2
4
6
8
10
Frequent0 2 4 6 8 10
Merwyn Rapid Research - Insight Mining - Sample Size = 102
Our offering solves a
problem that is no longer a problem!
What is the bigger issue that we are only a small part of the solution for?
102-3
Disruptive Divergent
Source:
Problems
Big
0
2
4
6
8
10
Frequent0 2 4 6 8 10
Merwyn Rapid Research - Insight Mining - Sample Size = 102
Our offering solves a
problem that is no longer a problem!
What is the bigger issue that we are only a small part of the solution for?
What keeps customers “up at night” what do they worry about?
102-4
Disruptive Divergent
Source:
Problems
Big
0
2
4
6
8
10
Frequent0 2 4 6 8 10
Merwyn Rapid Research - Insight Mining - Sample Size = 102
Our offering solves a
problem that is no longer a problem!
What is the bigger issue that we are only a small part of the solution for?
What keeps customers “up at night” what do they worry about?
102-5
Disruptive Divergent
Source:
Problems
Big
0
2
4
6
8
10
Frequent0 2 4 6 8 10
Merwyn Rapid Research - Insight Mining - Sample Size = 102
Our offering solves a
problem that is no longer a problem!
What is the bigger issue that we are only a small part of the solution for?
What keeps customers “up at night” what do they worry about?
What is the issue our customer’s customers worry about relative to our offerings?
102-6
CREATE
Systems that Enable
CONTINUING EDUCATIONSYSTEMS DRIVEN LEADERSHIP
COMMERCIALIZECOMMUNICATE
103-1
CREATE
Systems that Enable
CONTINUING EDUCATIONSYSTEMS DRIVEN LEADERSHIP
COMMERCIALIZECOMMUNICATE
No Stress!
103-2