2 ie 2015 what's new with education

ClassroomPurpose: To enable all Willing Students to

Achieve Mastery of 48 Skills Tangible Skills and a Systems Thinking Mindset

1

2-1

Powered by

INSTITUTEIndustry & Academic

Quantitative Research 25,000+ Innovations 100,000+ Leaders

50 partners - 20 Universities

2-2

3-1

On Campus Education

Undergraduate Minor

Graduate Certificate 1

3-2

On Campus Education

Undergraduate Minor

Graduate Certificate 1

Executive Education

Professional Certifications2

3-3

Today’s Focus

4-1

Systems that Enable

Today’s Focus

4-2

Systems that Enable

5-1

Systems that Enable

5-2

Systems that EnableCREATE

5-3


COMMUNICATE

5-4


COMMUNICATECOMMERCIALIZE

5-5



SYSTEMS DRIVEN LEADERSHIP

5-6



SYSTEMS DRIVEN LEADERSHIPCONTINUING EDUCATION

5-7

CREATE COMMUNICATE

COMMERCIALIZE SYSTEMS DRIVEN LEADERSHIP

Systems that Enable

CONTINUING EDUCATION

6


7-1

CONTINUING EDUCATIONCONTINUING EDUCATION

7-2


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

Version 3.0 of the 48 Skills

7-3







Summer / Fall of 2014

7-4







Summer / Fall of 2014 Summer / Fall of 2015

7-5


8-1


OPTIONS

8-2


OPTIONS

Pay attention to my presentation

today!

8-3


OPTIONS


today!

Watch the updated Skills

from your Video Library

8-4


OPTIONS


today!


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


OPTIONS


today!





bIyH7Q&ust=1434999257063596- Classroom

- Video Library

8-6


OPTIONS


today!






- Video Library

8-7


OPTIONS


today!






- Video Library

8-8


OPTIONS


today!



9-1


Come Back to Innovation

College

OPTIONS


today!



9-2



College

FREE for Blue / Black

Belts - Space Available

Basis

OPTIONS


today!



9-3



CollegeTeach the

next generation

FREE for Blue / Black

Belts - Space Available

Basis

OPTIONS


today!



9-4



CollegeTeach the

next generation

NEWFREE for

Blue / Black Belts - Space

Available Basis

OPTIONS


today!



9-5

next generationCONTINUING EDUCATION

10-1


1. Teach Students

10-2


1. Teach StudentsGain Depth of Understanding When you Educate Others

10-3


1. Teach Students• Find a School: Mitch Hamm - Steve Bebko - John and Wendy Ferris

Gain Depth of Understanding When you Educate Others

10-4


1. Teach Students• Find a School: Mitch Hamm - Steve Bebko - John and Wendy Ferris• Teacher College: Cycles to Mastery


10-5


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


10-6


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


10-7


11-1


2. Coach to Certify

11-2


2. Coach to CertifyGet Repetition, Exposure to the latest Content and Tools

11-3


2. Coach to Certify• Send your colleagues, clients, compadres

to Innovation College

Get Repetition, Exposure to the latest Content and Tools

11-4



to Innovation College• Coach them through 3.0 Black Belt

Certification Adventure!


11-5



to Innovation College• Coach them through 3.0 Black Belt

Certification Adventure!


11-6

Black Belt 3.0 Certification Adventure

How Does it Work?

12

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


Digital Classes

Lab Assignments




REMINDER

13-2


matters

• A bite size assignment guides you

through how to do the skill


Digital Classes

Lab Assignments




REMINDER

13-3


matters



• Summative assignment

demonstrates how this skill ties into the rest of the IE

system


Digital Classes

Lab Assignments




REMINDER

13-4


matters





system

• Full integration of this skill into complex real

world scenarios


Digital Classes

Lab Assignments




REMINDER

13-5


matters





system


world scenarios

• An opportunity to step back and consider

learnings


Digital Classes

Lab Assignments




REMINDER

13-6


matters





system


world scenarios

• An opportunity to step back and consider

learnings

Unlimited Redos Until Mastery on All Assignments


Digital Classes

Lab Assignments




REMINDER

13-7

Digital Classes

Lab Assignments




14-1

2.0

Digital Classes

Lab Assignments




14-2

~ 100 Videos2.0

Digital Classes

Lab Assignments




14-3

~ 100 Videos~ 100

Videos

Innovation College

~ 150 AssignmentsHalf in Class, Half out of Class

2.0

Digital Classes

Lab Assignments




14-4

~ 100 Videos~ 100

Videos

Innovation College


- Lead a Project- BC, YC, 4 x PDSA


2.0

Digital Classes

Lab Assignments




14-5

~ 100 Videos~ 100

Videos

Innovation College




2.0

Digital Classes

Lab Assignments




14-6

~ 100 Videos~ 100

Videos

Innovation College




2.0

Digital Classes

Lab Assignments




14-7

~ 100 Videos

Innovation College




2.0

Digital Classes

Lab Assignments




15-1

~ 100 Videos

Innovation College




2.0

Digital Classes

Lab Assignments




3.0

15-2

~ 100 Videos

Innovation College




2.0

Digital Classes

Lab Assignments




~ 100 Videos3.0

15-3

~ 100 Videos

Innovation College




2.0

Digital Classes

Lab Assignments




~ 100 Videos

Innovation College

~ 60 In Class ~15 Out of Class3.0

15-4

~ 100 Videos

Innovation College




2.0

Digital Classes

Lab 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



16-1

~ 100 Videos

Innovation College



85% of time spent APPLYING to Real

World Work

16-2

~ 100 Videos

Innovation College




World Work

Blue Belt Certification

16-3

~ 100 Videos

Innovation College




World Work

Black Belt CertificationBlue Belt Certification

16-4


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



4 Hour Minimum

Deliver IEWorkshop

Series


4 Hour Minimum


Created/Presented


4 Hour Minimum




InterAct or 1 on 1


Using Tools


Rapid Test




Improve Numbers









BLACK BELT CERTIFICATION


Created/Presented

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17-2

Let’s Take a TourWhen16 Application

Assignments are Applied to A Single Project

18

19-1

19-2

Spark DeckStrategy

Prepare a Custom

Spark Deckto inspire possible strategic

opportunities

20-1

Spark DeckStrategy

Prepare a Custom


opportunities

1

20-2

Spark DeckStrategy

Prepare a Custom


opportunities

Market Trends

1

20-3

Spark DeckStrategy

Prepare a Custom


opportunities

Market TrendsEmerging Technology

1

20-4

Spark DeckStrategy

Prepare a Custom


opportunities

Market TrendsEmerging TechnologyDemographic Shifts

1

20-5

Spark DeckStrategy

Prepare a Custom


opportunities

Market TrendsEmerging TechnologyDemographic ShiftsRegulatory Changes

1

20-6

Present it during your Blue Card Session

21-1

Present it during your Blue Card Session

21-2

Present it during your Blue Card Session2

21-3

22-1

22-2

It could be a formal session…

22-3

Or an informal meeting with a division or department leader

23

24-1

Once defined, post it to

your private labs portal

24-2



So everyone is aligned on

what is VERY

important

24-3




what is VERY

important

24-4




what is VERY

important

24-5




what is VERY

important

24-6




what is VERY

important

24-7

Find Volunteers!

25

And teach them…

26-1

And teach them…using IE

Workshops

S! F

DMU =

Problem !Promise !Proof

Fail FAST Fail CHEAP

26-2

And teach them…using IE

Workshops

S! F

DMU =

Problem !Promise !Proof

Fail FAST Fail CHEAP3

26-3

Show the team how to

mine for stimulus!

27

Problem Survey

Idea Starter SurveyGather Quantitative

Customer Insights

28-1

Problem Survey

Idea Starter SurveyGather Quantitative

Customer Insights

4

28-2

Use the team’s Mining…

Use the team’s

mining to build a custom

Spark Deck

Spark Deck

29-1

Use the team’s Mining…

Use the team’s

mining to build a custom

Spark Deck

Spark Deck

5

29-2

Present it during a Create

Session

30-1


Session6

30-2


Session6

30-3


Session6

30-4


Session6

30-5


Session6

30-6


Session6

30-7


Session6

30-8


Session6

30-9


Session6

30-10


Session6

30-11

31-1

Post Yellow

Cards to IE Labs

31-2

Post Yellow

Cards to IE Labs

Choose one to Lead

and take into

Define

31-3

Post Yellow

Cards to IE Labs

Choose one to Lead

and take into

Define

31-4

Post Yellow

Cards to IE Labs

Choose one to Lead

and take into

Define

31-5

Post Yellow

Cards to IE Labs

Choose one to Lead

and take into

Define

31-6

Improve the Clarity of Your Idea with…

32


33-1


33-2


33-3


7

33-4

and with a Cost

Estimate & Sales Forecast

34-1

and with a Cost

Estimate & Sales Forecast

8

34-2

Address

35-1

Address

123. 4 STUDY Market Risk

35-2

Address


123. 4 STUDY Technology Risk

35-3

Address


123. 4 STUDY Technology Risk

123. 4 STUDY Organization Risk

35-4

With Qualitative Customer Feedback

Likes

36-1

With Qualitative Customer Feedback

Likes

9

36-2

Bring it to Life with a Prototype

37

Likes


And test with Customers

38-1

10 Likes



38-2

10 Likes



38-3

Lead a Problem Solving Session

39-1

Lead a Problem Solving Session

11

39-2

40-1

Collaboratewith new people

40-2


New

40-3


New New

40-4


New

New

New

40-5


New

New

New

12

40-6

Write a Provisional Patent

Applicationon the breakthrough

solution!

41-1

Write a Provisional Patent

Applicationon the breakthrough

solution!

13

41-2

Write a Yellow Card

for two Distribution

Valves

42-1

Write a Yellow Card

for two Distribution

Valves

14

42-2

Based on your experience thus far…

43

Customize Your Organization’s

Innovation Checklist

44-1

Customize Your Organization’s

Innovation Checklist

15

44-2

Make an improvement to your

organization’s Research,

Collaboration, or PatentSystem

45-1

Make an improvement to your

organization’s Research,

Collaboration, or PatentSystem

16

45-2



4 Hour Minimum

Deliver IEWorkshop

Series


4 Hour Minimum


Created/Presented


4 Hour Minimum




InterAct or 1 on 1


Using Tools


Rapid Test




Improve Numbers









BLACK BELT


Created/Presented

46-1



4 Hour Minimum

Deliver IEWorkshop

Series


4 Hour Minimum


Created/Presented


4 Hour Minimum




InterAct or 1 on 1


Using Tools


Rapid Test




Improve Numbers









BLACK BELT


Created/Presented

1

2

3

4

5

6

7

46-2



4 Hour Minimum

Deliver IEWorkshop

Series


4 Hour Minimum


Created/Presented


4 Hour Minimum




InterAct or 1 on 1


Using Tools


Rapid Test




Improve Numbers









BLACK BELT


Created/Presented

8

9

1

2

3

4

5

6

7

46-3



4 Hour Minimum

Deliver IEWorkshop

Series


4 Hour Minimum


Created/Presented


4 Hour Minimum




InterAct or 1 on 1


Using Tools


Rapid Test




Improve Numbers









BLACK BELT


Created/Presented

8

9

1

2

3

4

5

6

7

10

11

12

13

14

15

46-4



4 Hour Minimum

Deliver IEWorkshop

Series


4 Hour Minimum


Created/Presented


4 Hour Minimum




InterAct or 1 on 1


Using Tools


Rapid Test




Improve Numbers









BLACK BELT


Created/Presented

8

9

16

1

2

3

4

5

6

7

10

11

12

13

14

15

46-5

Certified Black Belts can start

today…

➡ Classroom ➡ IE Workshops ➡ Black Belt Certification

47

48-1

48-2

49-1

49-2

First Assignment is to Plan Your Work

50-1


- What to work on

50-2


- What to work on- Who will be involved

50-3


- 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


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


54-1

SYSTEMS DRIVEN LEADERSHIPSYSTEMS DRIVEN LEADERSHIP

54-2






54-3






Name Change

54-4






55-1






55-2






Confidence and Capability to Increase Speed to Market

and Decrease Risk with an Innovation Project

55-3






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


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


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


Making the System Visible

57-1



AIM of System

57-2


Inputs Outputs


AIM of System

57-3


Good

BadInputs Outputs


AIM of System

57-4


Good

Bad

Good

BadInputs Outputs


AIM of System

57-5


Good

Bad

Good

BadInputs Outputs

Phase 1 Phase 2 Phase 3 Phase 4


AIM of System

57-6


Good

Bad

Good

BadInputs Outputs


Enabling Sub

Systems

Enabling Sub

Systems

Enabling Sub

Systems

Enabling Sub

Systems


AIM of System

57-7


Good

Bad

Good

BadInputs Outputs


Enabling Sub

Systems

Enabling Sub

Systems

Enabling Sub

Systems

Enabling Sub

Systems


Key Metric

AIM of System

57-8


Good

Bad

Good

BadInputs Outputs


Enabling Sub

Systems

Enabling Sub

Systems

Enabling Sub

Systems

Enabling Sub

Systems


Key Metric Key Metric

AIM of System

57-9


Good

Bad

Good

BadInputs Outputs


Enabling Sub

Systems

Enabling Sub

Systems

Enabling Sub

Systems

Enabling Sub

Systems


Key Metric Key Metric Key Metric

AIM of System

57-10


Good

Bad

Good

BadInputs Outputs


Enabling Sub

Systems

Enabling Sub

Systems

Enabling Sub

Systems

Enabling Sub

Systems


Key Metric Key Metric Key Metric Key Metric

AIM of System

57-11


AIM of System

Knowledge About Variation

58-1


AIM of System


Common Cause: Errors of the system, Errors due to Poor Tools, Training, Technique

58-2


AIM of System



58-3


AIM of System



Special Cause: Errors from Mistakes, Not Doing Job, Not Following System, External Factors

58-4

CREATE COMMUNICATE

Systems that Enable


COMMERCIALIZE

59

COMMERCIALIZE

60-1

COMMERCIALIZECOMMERCIALIZE

60-2


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

COMMERCIALIZE

Systems that Enable Math

61-1

• Fermi Estimating: Aim is to approximate calculations with little or no actual data

COMMERCIALIZE


61-2


COMMERCIALIZE


• Delphi Method: Aim is to combine expert opinions on the likelihood of an unknown future outcome

61-3


COMMERCIALIZE


• Delphi Method: Aim is to combine expert opinions on the likelihood of an unknown future outcome

61-4

COMMERCIALIZE

Fermi Estimating

62-1

1. Deconstruct Until You Know How to Estimate

COMMERCIALIZE

Fermi Estimating

62-2


COMMERCIALIZE

Challenge

Fermi Estimating

62-3


COMMERCIALIZE

Challenge

ComponentComponent

Component

Fermi Estimating

62-4


COMMERCIALIZE

Challenge

ComponentComponent

Component

ComponentComponent Component

Component

Component

Fermi Estimating

62-5


COMMERCIALIZE

Challenge

ComponentComponent

Component


Component

Component

Fermi Estimating

62-6


2. Estimate Values for

Lowest Level

COMMERCIALIZE

Challenge

ComponentComponent

Component


Component

Component

Fermi Estimating

62-7



Lowest Level

COMMERCIALIZE

Challenge

ComponentComponent

Component


Component

Component

Component Value Reasoning

Fermi Estimating

62-8



Lowest Level

3. Do Math to Work Back Up

the Map

COMMERCIALIZE

Challenge

ComponentComponent

Component


Component

Component

Component Value Reasoning

Fermi Estimating

62-9



Lowest Level


the Map

COMMERCIALIZE

Challenge

ComponentComponent

Component


Component

Component

Component Value Reasoning Show Your Work

Fermi Estimating

62-10



Lowest Level


the Map

COMMERCIALIZE

Challenge

ComponentComponent

Component


Component

Component

Component Value Reasoning Show Your Work

Fermi Estimating

62-11


System to Enable Alignment

63-1


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

64-1


A. Blue Card

64-2


A. Blue Card

B. Yellow Cards

64-3


A. Blue Card

C. Phases (aka Stages & Gates)DELIVERDEFINE DISCOVER DEVELOP

B. Yellow Cards

64-4


D. Check List Process (Lists customized for how the culture manages CORE & LEAP - Death Threats & Milestones)

A. Blue Card


B. Yellow Cards

64-5



A. Blue Card

E. Work Process for Tasks


B. Yellow Cards

64-6



A. Blue Card

E. Work Process for Tasks


B. Yellow Cards

64-7

Tells us WHAT to Do WHY to Do ItHOW to Do It

Check List

COMMERCIALIZE

65-1


Check List

COMMERCIALIZE

Relative to our Aim!

65-2


Check List

COMMERCIALIZE

Determine if Customers see value in our idea


65-3


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.



65-4


Check List

COMMERCIALIZE

Get feedback from key customers on the entire yellow card. Use InterAct Sessions, One on One Interviews and Rapid Test




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


DO: To achieve this we will do the following work, activity or experiment.

COMMERCIALIZE

66-2



STUDY: Did we reach our success standard? THINK deeply, why did we or why didn’t we?

COMMERCIALIZE

66-3



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


Get feedback from key customers on the entire yellow card. Use InterAct Sessions, one on one Interviews and Rapid Test



67-1






67-2






Need to Achieve a Rapid Test Score of 7.0 with a sample

size of 60

67-3






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

68-1

COMMERCIALIZE

PLAN DO STUDY ACT

DO STUDY

DO STUDYRapid Test Score = 7.0

68-2

COMMERCIALIZE

PLAN DO STUDY ACT

DO STUDY

DO STUDY

V.1No, Because…

Rapid Test Score = 7.0

68-3

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…


68-5

COMMERCIALIZE

PLAN DO STUDY ACT

DO STUDY

DO STUDY

V.1No, Because…

V. 2 No, Because…

V. 3 Yes, Because…


68-6

Without Defining Clearly What Success Looks Like

Using…

69-1

Check List Standards What, Why, How


Using…

69-2


Blue Card

Constraints Exclusions

& or


Using…

69-3


Blue Card


& or Setting The Plan

Success Standards

& or


Using…

69-4


Blue Card



Success Standards

& or


Using…Being a Change

Agent is Very RISKY As there are no rules.

69-5


Blue Card



Success Standards

& or




69-6


Blue Card



Success Standards

& or




69-7


Blue Card



Success Standards

& or




69-8


Blue Card



Success Standards

& or




69-9


Blue Card



Success Standards

& or




69-10


Blue Card



Success Standards

& or




69-11


Blue Card



Success Standards

& or




And Frustrating

69-12

CREATE

Systems that Enable


COMMERCIALIZECOMMUNICATE

70

COMMUNICATE

71-1

COMMUNICATECOMMUNICATE

71-2


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


Systems that Enable Great Communications

72-1


• 3-Step Writing Process: Aim is to think deeply and communicate your thoughts.


72-2



• Concept as a Whole: Aim is to achieve clarity and tell a single, compelling story of your idea


72-3





72-4


73-1


Step 1: Speak Onto The Page

Free Writing / 20 Questions

73-2


Step 2: Organize Your Thinking



73-3



Step 3: Read Aloud and Revise



73-4



Step 3: Read Aloud and Revise



Applied to

73-5



COMMUNICATE


74-1



COMMUNICATE


74-2

A Concept as a Whole - Tell Me a Story

COMMUNICATE

75-1

Parts of a CONCEPT are Interdependent


COMMUNICATE

75-2


A CONCEPT is a whole that cannot be divided into independent parts.


COMMUNICATE

75-3

A CONCEPT Is not the sum of it’s parts it’s the product of their Interactions


A CONCEPT is a whole that cannot be divided into independent parts.


COMMUNICATE

75-4

Look at the Concept As A WholeSeries of Six Tensions

76-1


Meaningfulness vs. UniquenessOverall

76-2



Fundamentals

76-3


Problem vs. Promise


Fundamentals

76-4


Problem vs. Promise


Fundamentals Promise vs. Proof

76-5


Problem vs. Promise


Fundamentals Promise vs. Proof

Problem vs. Proof

76-6


Problem vs. Promise


Fundamentals

Executional

Promise vs. Proof

Problem vs. Proof

76-7


Problem vs. Promise

Cost vs. Value


Fundamentals

Executional

Promise vs. Proof

Problem vs. Proof

76-8


Completeness vs. Simplicity

Problem vs. Promise

Cost vs. Value


Fundamentals

Executional

Promise vs. Proof

Problem vs. Proof

76-9

Got Synergy Tensions are Balanced

77-1

Got Synergy Tensions are Balanced

77-2

OOMPH

78

OOMPH

Is not a Gimmick

COMMUNICATE

79

OOMPH

Is Meaningful Uniqueness

COMMUNICATE

80

OOMPH Method #1

Drive for Numeric

COMMUNICATE

81-1

OOMPH Method #1

Drive for Numeric

Rule of Thumb - at least 20%

COMMUNICATE

81-2

OOMPH Method #2

Idealized Redesign

COMMUNICATE

82

Optimizing the PARTS will probably

not generate Oomph.

COMMUNICATE

83

Editing the words will probably

not generate Oomph.

COMMUNICATE

84

You need to change the idea

COMMUNICATE

85

Idealized Redesign sparks fresh thinking

86

87-1

87-2

COMMERCIALIZE

CREATE

Systems that Enable


COMMUNICATE

88

CREATE

89-1

CREATECREATE

89-2

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

Systems that Enable Bolder Ideas

90-1

CREATECREATE

• Gathering Stimulus: Aim is to learn new knowledge so to make non-obvious connections


90-2

CREATECREATE


• Sharing Stimulus: Aim is to easily share your learning with others to leverage diversity of thought


90-3

CREATECREATE




90-4

Gathering Stimulus

CREATE

91-1

MARKET Mining

INSIGHT Mining

Classic Mining

Gathering Stimulus

CREATE

91-2

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

92-1

CREATE


92-2

CREATE


92-3

CREATE


93-1

CREATE


Read about a technology

93-2

CREATE



Call the inventor and learn more

93-3

CREATE




Get a sample from the inventor

93-4

CREATE




Get a sample from the inventor

Spend a Day with Inventor

93-5

CREATE


94-1

CREATE

Depth of Stimulus MiningRead customer comments

94-2

CREATE


Observe customers

94-3

CREATE


Observe customers

Run a quantitative survey

94-4

CREATE


Observe customers

Run a quantitative survey

Spend time with customers

94-5

CREATE


95-1

CREATE


Read about analogous industries

95-2

CREATE



Learn the operations

95-3

CREATE




Call experts in other fields

95-4

CREATE




Call experts in other fields

Go to a trade show / conference

95-5

CREATE


Synthesis

96-1

CREATE


Get a sample of technology from the

inventor

Synthesis

96-2

CREATE

Learn the operations from another industry



inventor

Synthesis

96-3

CREATE

Learn the operations from another industry



inventor

Synthesis

96-4

CREATE




97-1

CREATE




97-2

What is Great Stimulus?

PO: Why might this be?

CREATE

98-1

What is Great Stimulus?1. Disruptive It makes you stop and think


CREATE

98-2



CREATE

It’s UNEXPECTED News / Facts

98-3


2. Divergent It is open endedPO: Why might this be?

CREATE


98-4


2. Divergent It is open endedPO: Why might this be?

CREATE


Triggers multiple ideas

98-5

CREATE

Sharing Stimulus - no matter the form

99-1

CREATE

Disruptive

A Learning that you are excited to share with your team


99-2

CREATE

Disruptive

A Learning that you are excited to share with your team

Divergent

How might we…

What could this…

What if…


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


Source:


With a shorter deadline people were more likely to take up the offer.



100-2


Source:

• What kind of deadlines can we put into place that will cause the sense of urgency to ‘act now?’





100-3


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?





100-4


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


Source:



US 6,578,291B2

• What problem could we solve or prevent with built-in sensors?

101-2


Source:



US 6,578,291B2


• What information could we promise?

101-3


Source:



US 6,578,291B2


• What information could we promise?

• How could we offer the smartest shoes on earth?

101-4


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


Source:

Problems

Big

0

2

4

6

8

10





What is the bigger issue that we are only a small part of the solution for?

102-2


Source:

Problems

Big

0

2

4

6

8

10






102-3


Source:

Problems

Big

0

2

4

6

8

10






What keeps customers “up at night” what do they worry about?

102-4


Source:

Problems

Big

0

2

4

6

8

10







102-5


Source:

Problems

Big

0

2

4

6

8

10







What is the issue our customer’s customers worry about relative to our offerings?

102-6

CREATE

Systems that Enable



103-1

CREATE

Systems that Enable



No Stress!

103-2

ClassroomPurpose: To enable all Willing Students to

Achieve Mastery of 48 Skills Tangible Skills and a Systems Thinking Mindset

104

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