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What Innovation Isn’tWarwick Business School, March 2014
Howard SmithCTO and Author
howard_smith@csc.com
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WHAT IS THERE LEFT TO SAY ABOUT ‘INNOVATION’ ?
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BE CAREFUL WHAT YOU PREDICT
“As IT's power and presence have grown, its strategic relevance has actually decreased. IT has been transformed from a source of advantage into a commoditized cost of doing business, with huge implications for business management.” -- Nicholas Carr
2003 .... 2004 2008
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‘INNOVATION’ IS LARGELY A WEASEL WORD
• Weasel word– A word or phrase aimed at creating an impression that something specific and
meaningful has been said, when in fact only a vague or ambiguous claim has been communicated
“We empower our most valued resources to engage our innovation
teams to shift the paradigm”
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DO YOU WATCH TECHCRUNCH OR VENTUREBEAT?
• We live in a sea of innovation– New innovations every few minutes
– New investments in start ups each and every day
– Stories of creative people every week
• Key question– How many innovation experts and
pundits have actually innovated? http://techcrunch.com/http://venturebeat.com/
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TAKE YOUR SMARTHPONE APART NOW
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DONT USE WEASEL WORDS ...TELL IT HOW INNOVATION IS
Customer Experience (CX)
User Experience (UX)
Digital Electronics
Human CentredDesign
DesignThinking
Services Blueprinting
Open Platform
Ecosystem Management
Materials Science
Internet & Cellular Communications
Display Technology
Operating Systems
Software Engineering
Digital Imaging
Speech Recognition
Speech Synthesis
Sensor Technologies
Multimedia Technologies
Advanced Manufacturing
WaferFabrication
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SO ..... CAN NON-GEEKS INNOVATE?
• Is innovation “just” science and engineering?
• What is innovation?–The innovator is a
problem solver
–But what exactly is a problem?
–How can we recognize opportunities to solve problems?
–How can problems be solved?
–Are there common patterns?
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THERE ARE PATTERNS
Necessary Evil
Design Compromise
Harmful: reduce or eliminate
Useful: maintain or increase
Usefulfunction
BarrierCounteracts
Harmful Side effect
Produces
Regulations that limit
growth and profits
Abandoning spend on Plan A
when not working
Painful organization
change program
Our supply chain is
damaging the environment
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CONTRADICTIONPATTERN
Release of CO2
Burning fossil fuels
Cheap energy
Global warming
Economic growth
Isolate the released CO2 from the
mechanism causing global warming
Find a way to prevent CO2 causing global
warming
Find a way to reverse the effects of
global warming
despite the release of
CO2
Find an alternative to burning fossil fuels that still provides
cheap energy
Find a source of economic
growth that does not
depend on cheap energy
Find another source of
cheap energy
Find a way to cope with inevitable global warming
Maximise the benefits of growth so that
global warming is no longer an issue
Find additional benefits from cheap energy
Find a way to prevent CO2
being released
Find a way to burn
fossil fuels that reduces
release of CO2
Find a way to cope with the
release of CO2
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OPPOSITION PATTERN
Personalized
Standardized
Large
Small
Less fuel
More power
Mutualincompatibility ?
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SEPARATION PRINCIPLE
• Problem – “I want it large and I want it small.”
• Direction of problem solving– Separate in TIME DIMENSION
– Large when raining
– Small to be portable
• Solution– Segmentation + Folding + Nested
Doll
• Other SEPARATIONS– In SPACE
– By PARTS
– By PERSPECTIVE
– By ROLE
– By ASPECT
– On CONDITIONS
– By PROBABILITY
Large
Small
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CSC SOLVED CASH FLOW PROBLEM BY CROWED SOURING …. but where did the best ‘ideas’ come from?
Challenge:
Day Sales Outstanding
(DSO) reduction
Duration 8 weeks
Review team: 27 experts
The Ideation Event resulted in reduction of DSO by 4-8 days $64M-128M /
annum
Audience: 2300 cross-functional business people
Active participants: 317Ideas: 182Reviews: 334Votes: 1789
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METHODS OF CREATIVITY AND PROBLEM SOLVING
• 5x5Whys• 7Questions• 9Boxes• Affinity Analysis• Argument Modelling• Before & After• Business Motivation• Cause-Effect• Causal Loop Analysis• Change Management• Choices and Issues• Concept Mapping• Contradiction Analysis• Competitive Analysis• Course Correction• Design for Six Sigma
• Dialog Mapping• Enterprise
Architecture• Failure Analysis• Force-field Analysis• Futures Studies• Goal Planning• Trimming• Improvement• Influence Analysis • Lean Six Sigma• Marketing 4Ps• Polarity Charts• Process Improvement• Pros and Cons • Reality Charting• Requirements
analysis
• Root Cause Analysis
• SCAMPER• Scenario Planning• Sign Diagrams• Six Thinking Hats• Stakeholder
Alignment• Star Bursting• Strategic Planning• Structured
Interviews• SWOT• Theory of
Constraints• TRIZ (*)• Value Engineering• What If?
* Unifies many methods
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SOUTHBEACH VISUAL INNOVATIONWorlds first notation for problem solving, innovation and stakeholder alignment
• Learn to think like an innovator– Visualise complex ideas, situations, problems,
design challenges, dilemmas, conflicting requirements, differences of perspective, etc.
– Align on important contradictions, generate ideas
– Capture creativity and apply in any situation or model
– Reuse patterns, discover new ideas
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IN CONCLUSION
WHAT INNNOVATION ISN’T
• Easy• Incremental• Hope• Random• Mystical• Compromise
WHAT INNOVATION IS
• Hard• Step change• Deliberate• Planned• Know how• Breaking contradictions
Advice : learn how to find and solve contradictions in any fieldManagement & Strategy, Finance, Engineering, Marketing, ICT, Operations, HR, Global Issues ...
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RESOURCES / LEARNING
• Today we only touched the surface of problem solving and creativity• A pack of information, white papers and case studies, relating to topics in
this presentation, is available upon request• Students and alumni of Warwick Business School• Contact the author directly
http://www.linkedin.com/profile/view?id=9859howard_smith@csc.com
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