© All rights reserved Slide # 1BMGI * Problem Solved *
Making Innovation Work in a Growing Economy
Phil Samuel, Ph. D.
© All rights reserved Slide # 2BMGI * Problem Solved *
© All rights reserved Slide # 3BMGI * Problem Solved *
© All rights reserved Slide # 4BMGI * Problem Solved *
Conventional Ultrasound$100,000-$350,000
Customers – Sophisticated hospitals and imaging centers
Uses:• Cardiology
• Obstetrics
• General radiology
© All rights reserved Slide # 5BMGI * Problem Solved *
2008$278 MM
$4 MM2002
In 2002 GE China develops a cheap portable ultrasound machine that utilizes a laptop computer and a probe
In 2007 GE China launched a dramatically cheaper model and sales took off.
Portable Ultrasound (2002)$30,000
Portable Ultrasound (2007)$15,000
© All rights reserved Slide # 6BMGI * Problem Solved *
Lessons in Innovation
• Focus on the jobs customers are trying to
get done
• Think beyond your hot products
• Identify non-consumption and non-
consuming contexts
• Look beyond your industry for ideas
• Burn your ladder
© All rights reserved Slide # 7BMGI * Problem Solved *
1
Focus on the Jobs Customers are Trying to Get Done
© All rights reserved Slide # 8BMGI * Problem Solved *
“People who want to buy power drills don’t necessarily want to buy a quarter-inch drill. They want a quarter-inch hole”
- Prof. Theodore Levitt, Harvard Business School
© All rights reserved Slide # 9BMGI * Problem Solved *
Job To Be Done
“Job-to-be Done”
“Solutions”
• Customers don’t just buy products or services.
• They hire products or services to get functional and emotional aspects of jobs to be done
© All rights reserved Slide # 10BMGI * Problem Solved *
The Job of “Cleaning Clothes at Home”
“Job-to-be Done”
“Solutions”
Clean Clothes
Detergent andWashing Machine
Zero DetergentWashing Machine
© All rights reserved Slide # 11BMGI * Problem Solved *
What’s the Job Looking for a Better Solution?
© All rights reserved Slide # 12BMGI * Problem Solved *
VIDEO
© All rights reserved Slide # 13BMGI * Problem Solved *
Structure of Jobs
Main Job Category
Ancillary Job 1
Process Step 1 Process Step 2
Process Step n
Social Jobs Personal Jobs
Process Step ..
Ancillary Job 2
Ancillary Jobs ..
Ancillary Job n
Functional Jobs
© All rights reserved Slide # 14BMGI * Problem Solved *
Under-Served Jobs
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Importance
Sat
isfa
ctio
n
Opp>10
Opp>12
Opp>14
Opp>16
Opp>18
Ready for Disruption
Potential for Disruption
© All rights reserved Slide # 15BMGI * Problem Solved *
Under-Served Jobs
Job FocusIdentify jobs to be done where ad hoc or no solutions exist.
Customer were trying get the job of “reselling and buying goods efficiently”. Ebay created a solution to achieve this job.
© All rights reserved Slide # 16BMGI * Problem Solved *
Creating Valuable Brands
1. Design a solution that does a job well.2. Give it a brand that uniquely links that
product to that job.3. As people hire it to do that job and find
that it does it well, they learn to trust the brand for that purpose.
4. They begin hiring it whenever they land on that “job space” – and talk about it.
5. Advertising can then remind other people that they, too, land on this job, and that they should hire this branded product when they do.
• FedEx• Crest• OnStar• Google• eBay• Starbucks• Blackberry• Xerox• Kleenex• Lunchables• Hill-Rom
© All rights reserved Slide # 17BMGI * Problem Solved *
Over-Served Jobs
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Importance
Sat
isfa
ctio
n
Opp>10
Opp>12
Opp>14
Opp>16
Opp>18
Ready for Disruption
Potential for Disruption
© All rights reserved Slide # 18BMGI * Problem Solved *
Over-Served Jobs
Disruptive GrowthBring disruption by entering the low-end or new markets with lower performing, cheaper products to non-consumers
Online Stock TradingDIY, Less cost,Easy to access
Micro LendingMotivation for new and
first-time Investors
Insurance Provider Group
Creating products to reach the under-served
markets
White StripsNo Skill needed, DIY, Less cost
© All rights reserved Slide # 19BMGI * Problem Solved *
What Drives Non-Consumption
Skills
Price
What constrains
consumption?Access
Time
© All rights reserved Slide # 20BMGI * Problem Solved *
Help new customers do a job that others were already doing.
Often these jobs couldn’t be done due to high cost or skill required
Enable less skilled people to get important/ unsatisfied jobs done in less centralized location
What Drives Non-Consumption
© All rights reserved Slide # 21BMGI * Problem Solved *
Jobs that are Served Right
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Importance
Sat
isfa
ctio
n
Opp>10
Opp>12
Opp>14
Opp>16
Opp>18
Ready for Disruption
Potential for Disruption
© All rights reserved Slide # 22BMGI * Problem Solved *
Related Market GrowthBringing newer solutions to existing customers get related or ancillary jobs done
iTunes Download, Listen
to, Organize, Access and Share
music
© All rights reserved Slide # 23BMGI * Problem Solved *
Job FocusInnovation that enables customers to do related jobs that are underserved.
Related Market Growth
© All rights reserved Slide # 24BMGI * Problem Solved *
Outcome Expectations – Job Hiring Criteria
• Customers define success and failure criteria for hiring solutions for each of these jobs. These criteria are called Outcome expectations
• There are two kinds of outcome expectations – desired outcome expectations and undesired outcome expectations
• Jobs and outcome expectations form the basis for identifying opportunities for innovation, growth and new value creation
© All rights reserved Slide # 25BMGI * Problem Solved *
Outcome Expectations (Hiring Criteria)
Desired
Outcome
Expectations
Easy to Clean
Efficacy of Cleaning
Easy Stain Removal
Clothes Smell Fresh
Clothes Look Fresh
Safety
Reliable Cleaning
Undesired
Outcome
Expectations
Excessive Cost
Time to Clean Clothes
Damaged Clothes
Use of Resources (Water, Electricity, etc)
Wrinkled Clothes
Allergens
Special Skills Required
“Job-to-be Done”
“Solutions”
© All rights reserved Slide # 26BMGI * Problem Solved *
The Job Map
Define
Locate
Prepare
Confirm
Execute
Monitor
Modify
Conclude
Jobs To Be Done
© All rights reserved Slide # 27BMGI * Problem Solved *
The Job of Cutting Wood
© All rights reserved Slide # 28BMGI * Problem Solved *
The Job of Cutting WoodDefine – type of cut, material, length, width, angle, etc…
Locate – the saw, cord, wood, tape measure, pencil, straight-edge, clamps, etc…
Prepare – unwind cord, plug in the saw, knot cord,
clamp wood, etc…
Confirm – check measurements, work area, saw function, safety
gear, etc…Execute – cut the wood
Monitor – observe cut line,
surrounding area, etc…
Modify – file splinters or burrs, check cut line, re-measure, etc….
Conclude – set saw down, unknot cord,
unclamp wood, wind cord, etc…
Cut Wood on the Jobsite
© All rights reserved Slide # 29BMGI * Problem Solved *
Underserved Hiring Criterion (outcomes)
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Importance
Sat
isfa
ctio
n
Opp>10
Opp>12
Opp>14
Opp>16
Opp>18
Ready for Disruption
Potential for Disruption
© All rights reserved Slide # 30BMGI * Problem Solved *
Bosch Circular Saw
• “Direct-Connect” Cord: Minimizes chances of cord connection snags, offers quick and easy replacement if cord is cut, minimizes saw “prep” time (wrapping/unwrapping cord for storage).
• Anti-snag lip on the lower blade guard: Minimizes the chances of the lower blade guard interfering with the cut, minimizing the chance of cutting error.
• Dust port on the rear of the upper blade guard: Directs dust down and away from the cut-line, improving visibility of the cutting line and minimizing the chance of cutting error.
• Dust blower: blows dust from the cutting line, improving visibility of the cutting line and minimizing the chance of cutting error.
• “Vari-Torque” clutch: Allows the blade slip on the arbor if the resistance suddenly increases, like when pinched in a board, reducing the chances of kickback and improving the saw safety.
© All rights reserved Slide # 31BMGI * Problem Solved *
Served-Right Hiring Criterion (outcomes)
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Importance
Sat
isfa
ctio
n
Opp>10
Opp>12
Opp>14
Opp>16
Opp>18
Ready for Disruption
Potential for Disruption
© All rights reserved Slide # 32BMGI * Problem Solved *
Over-Served Hiring Criterion (outcomes)
0
1
2
3
4
5
6
7
8
9
10
0 1 2 3 4 5 6 7 8 9 10
Importance
Sat
isfa
ctio
n
Opp>10
Opp>12
Opp>14
Opp>16
Opp>18
Ready for Disruption
Potential for Disruption
© All rights reserved Slide # 33BMGI * Problem Solved *
Mapping the Job of Installing Drywall / Commercial Carpentry
Current strength
NPD/New Entrant
Acquisition Target
© All rights reserved Slide # 34BMGI * Problem Solved *
2
Think Beyond Your Hot Product
© All rights reserved Slide # 35BMGI * Problem Solved *
Your Innovation Portfolio
Types of Innovation
Product/Service
Process Business Model
Breakthrough
Substantial
Incremental
Deg
rees o
f Inn
ovatio
n
© All rights reserved Slide # 36BMGI * Problem Solved *
Innovation at Apple
Types of Innovation
Product/Service
Process Business Model
Breakthrough
Substantial
Incremental
Deg
rees o
f Inn
ovatio
n
Recent study by Kaiser Associates revealed that iPod—along with other Apple products affected by its halo—created $70 billion in shareholder value in just three years.
© All rights reserved Slide # 37BMGI * Problem Solved *
Doblin Model for Innovation Types
Business Model
Networks and Alliances
Enabling Processes
Core Processes
Product Performance
Product System Service Channel Brand
Customer Experience
Finance Processes Offerings Delivery
Source: Doblin Inc.
© All rights reserved Slide # 38BMGI * Problem Solved *
Passenger Airline Landscape
© All rights reserved Slide # 39BMGI * Problem Solved *
Core process
Process.
Enabling process
Product performance
OfferingProduct system
Service Channel
DeliveryBrand Customer
experienceRevenue model
FinanceNetworking
Industry innovation activity
high
low
Industry Innovation Landscape
Your business innovation activity
high
low
© All rights reserved Slide # 40BMGI * Problem Solved *
3
Identify Non-Consumption and Non-Consuming Contexts
© All rights reserved Slide # 41BMGI * Problem Solved *
Conventional Ultrasound$100,000-$350,000
Portable Ultrasound$15,000
© All rights reserved Slide # 42BMGI * Problem Solved *
The World Economic Pyramid
Population
(Millions)Tier
Annual Per
Capita Income
75 - 100 1 > $20,000
1,500 – 1,750 2 and 3 $1,500 - $20,000
4,000 4 < $1,500
Tier 1
Tier 2& 3
Tier 4
© All rights reserved Slide # 43BMGI * Problem Solved *
What Drives Non-Consumption
Skills
Price
What constrains consumption?
Time
Access
© All rights reserved Slide # 44BMGI * Problem Solved *
Disruptive Innovations: A driver of failure and the source of new growth opportunities
Per
form
ance
Time
Performance that customers
can utilize or absorb
Pace of
Technological
Progress
Sustaining innovations
Disruptive innovations
Incumbents nearly always win
Entrants nearly always win
© All rights reserved Slide # 45BMGI * Problem Solved *
Beat Competitors with Asymmetry of Motivation
7%
4%12%
8%
18% 22%
% of tons
Ste
el
Qu
alit
y
19801975 1985 1990
Rebar
Angle iron; bars & rods
Structural Steel
Sheet steel
25–30%55%
Quality of in
tegrated mills
’ steel
Quality of m
inimill-produced steel
© All rights reserved Slide # 46BMGI * Problem Solved *
The Strategies for Asymmetric Competition
Non-c
onsu
mer
s
or N
on-
cons
umin
g
occa
sions
Diff
ere
nt
measu
reO
f Pe
rform
ance
Time
New-market
disruption:
Compete against
non-consumption
Low-end disruption
Address over-served
customers with a lower-
cost business model
Per
form
ance
Time
Bring a better product into an established market
© All rights reserved Slide # 47BMGI * Problem Solved *
Disruptive Strategies
Core Market Growth
Bringing better solutions to existing customers to get the job done better
Disruptive Growth
Bring disruption by entering the low-end or new markets with lower performing, cheaper products to non-consumers
Related Market Growth
Bringing newer solutions to existing customers get related or ancillary jobs done
New Market Growth
Bringing newer solutions to perform jobs for which ad hoc or no good solutions exist
NON-CONSUMER
Outcome FocusHelp new customers do a job that others were already doing.
Often these jobs couldn’t be done due to high cost or skill required
CU
RR
EN
T J
OB
S
© All rights reserved Slide # 48BMGI * Problem Solved *
Expensive failure always results when disruption is framed in technological rather than business model terms
Non-c
onsu
mer
s or
Non-c
onsu
min
g
occa
sions
Dif
fere
nt
mea
sure
Of
Per
form
ance
Time
Per
form
ance
Time
Pocket radios
Portable TVs
Hearing Aids
Tabletop Radios, Floor-standing TVs, Computers
Path taken byvacuum tube
manufacturers
© All rights reserved Slide # 49BMGI * Problem Solved *
Galanz Enterprise
• In 1992, developed a new microwave oven for the tiny Chinese kitchens;
• After winning the Chinese low-end market, moved up-market to serve both local and global markets.
• In 2005, holds 75% of Chinese market and nearly 50% of global market in microwave ovens. ( >600 patents in microwave technologies)
• Since 2004, has started to replicate the same strategy by developing air-conditioners for tiny Chinese homes. Within 4 years, became No. 2 Chinese air-conditioner exporter.
© All rights reserved Slide # 50BMGI * Problem Solved *
Disruption in Business Models
Disruption has been the dominant historical mechanism for making things more affordable and accessible
Today Toyota Wal-Mart Dell Southwest
Airlines Fidelity Canon Microsoft Oracle Cingular Merrill Lynch
Tomorrow Chery Internet retail RIM Blackberry Air taxis ETFs Zink Linux Salesforce.co
m Skype E-Trade
Yesterday Ford Dept. Stores DEC Delta Hamilton Xerox IBM Cullinet AT&T Dillon, Read
© All rights reserved Slide # 52BMGI * Problem Solved *
4
Look Beyond Your Industry For Ideas
© All rights reserved Slide # 53BMGI * Problem Solved *
T
Where do Ideas Come From?
Team
Individual
Industry
Outside Industry
TeamIndustry
Outside Industry
Nature
Nature
© All rights reserved Slide # 54BMGI * Problem Solved *
Russian Lunar Vehicle Light Bulb
• The Russians launched an unmanned Lunar Probe to the moon’s surface with the intention to transmit TV pictures to the Earth. A projector using a light bulb was designed to illuminate the lunar surface ahead of the vehicle. However, existing light bulbs would not survive the impact of landing on the Moon surface.
• The most durable bulbs were ones used in tanks, but even those bulbs would crack at the joint between the glass and the screw base during tests.
• Problem – How to keep the light bulb from cracking at the interface between the glass bulb and the base?
© All rights reserved Slide # 55BMGI * Problem Solved *
Psychological Inertia
PROBLEM
SOLUTION
IDEAL SOLUTION
EMOTIONALBOUNDARY
EXPERIENTIALBOUNDARY
INTELLECTUALBOUNDARYBELIEF
BOUNDARY
REAL BOUNDARYCONSTRAINTS
© All rights reserved Slide # 56BMGI * Problem Solved *
T
Where do Ideas Come From?
Team
Individual
Industry
Outside Industry
TeamIndustry
Outside Industry
Nature
Nature
© All rights reserved Slide # 57BMGI * Problem Solved *
Catching Errors in New Car Models
• GM had a problem. It took GM over 70 days to track an error introduced while assembling a new car model
• GM used Process Benchmarking and Forced Association techniques to innovate
• Who is good at catching errors very quickly?
• Answer: CDC
© All rights reserved Slide # 58BMGI * Problem Solved *
Center for Disease Control
• CDC is able to track down the source of food poisoning within 72 hours of event
• By adapting the principles from CDC, GM reduced the time it takes to track vehicle errors from 70 days to less than 10 days resulting in savings of billions of dollars from recall expenses
© All rights reserved Slide # 59BMGI * Problem Solved *
“Someone, Somewhere Already Solved Your Problem”
© All rights reserved Slide # 60BMGI * Problem Solved *
Patent Research
Key discoveries:1. Problems and solutions were repeated across
industries and sciences 2. Patterns of technical evolution were repeated
across industries and sciences3. Innovations used scientific effects outside the
field where they were developed
> 5,000,000 Patents
Set of system levelInnovation principles
© All rights reserved Slide # 61BMGI * Problem Solved *
Eliminating Contradictions
Systems often reaches its limits due to contradictions built into the system
© All rights reserved Slide # 62BMGI * Problem Solved *
RQ-7 Remote Reconnaissance Unmanned Air Vehicle
© All rights reserved Slide # 63BMGI * Problem Solved *
Patent Research: Contradictions
>200,000 Patents
~1,250typical
system contradictions
~40techniques
for overcomingsystem conflicts
Key discoveries:• Progress is hindered due to contradictions in the
systems – Technical Contradiction– Physical Contradictions
© All rights reserved Slide # 64BMGI * Problem Solved *
Leveraging the Knowledgebase
Yes
EffectsSolution
TreeContradiction
Matrix
Want to Know How to Do it?
Contradiction?
Separation Principles
Yes Needs
Improvement?
TrendAnalysis
Predict Evolutionary
Potential?
Yes Yes
TechnicalContradiction
PhysicalContradiction
Kn
owle
dgeb
ase
Too
l
© All rights reserved Slide # 65BMGI * Problem Solved *
Innovation Is…
recognising that the ‘root cause’ of your innovation problem is that your system has hit a ‘yes, but’ limit…
© All rights reserved Slide # 66BMGI * Problem Solved *
…and that your job is to resolve Contradiction…
High Quality or Low Cost
Affordable or Customized
First Cost or Life Cycle Cost
Flexible or Rigid
Big or Small
High Quality and Low Cost
Affordable and Customized
First Cost and Life Cycle Cost
Flexible and Rigid
Big and Small
A or B A and B
© All rights reserved Slide # 67BMGI * Problem Solved *
…using a database describing how other people in other industries already solved similar contradictions
What youwant to
improve
What’s stopping you…
15, 17
23, 40
How otherssolved the
problem
© All rights reserved Slide # 68BMGI * Problem Solved *
Typical Design Compromises - The Bicycle Saddle
• Saddle must be WIDE to provide comfortable support
AND• Saddle must be NARROW to permit pedaling
action
© All rights reserved Slide # 69BMGI * Problem Solved *
Contradiction Map – Bicycle Saddle
SuccessfulSaddle
Comfortable Support
PedalingAction
WideSaddle
NarrowSaddle
AND AND
Because
Requires
© All rights reserved Slide # 70BMGI * Problem Solved *
© All rights reserved Slide # 71BMGI * Problem Solved *
Conflict Elimination - Bicycle Saddle
• Improving Factor: Length of Stationary Object• Worsening Factor: Shape
“Make movable parts fixed and fixed parts movable”
“divide an object into parts capable of moving relative to each other”
“if an object is rigid or inflexible make it movable or adaptable”
© All rights reserved Slide # 72BMGI * Problem Solved *
Hobson Adjustable Seat
© All rights reserved Slide # 73BMGI * Problem Solved *
Leveraging the Knowledgebase
Yes
EffectsSolution
TreeContradiction
Matrix
Want to Know How to Do it?
Contradiction?
Separation Principles
Yes Needs
Improvement?
TrendAnalysis
Predict Evolutionary
Potential?
Yes Yes
TechnicalContradiction
PhysicalContradiction
Kn
owle
dgeb
ase
Too
l
© All rights reserved Slide # 74BMGI * Problem Solved *
Three possibilities
Thinking FUNCTION
Direct a variation in PROPERTY.
Conflicting PROPERTIES
© All rights reserved Slide # 75BMGI * Problem Solved *
What Are “Effects”?
• Established rule or principle from wide range of disciplines
• Effects from many disciplines
PhysicsRheologyChemistry
BiologyGeometry
EngineeringTribologyAcoustics
InformationPsychologyEducationMotivation
© All rights reserved Slide # 76BMGI * Problem Solved *
Why Use “Effects”
• To figure out how to achieve a result• No contradiction exists, but there are no specific
solutions• Contradiction results in theoretical solution that
needs to be made practical• Practical solution is unknown
© All rights reserved Slide # 77BMGI * Problem Solved *
Example -Technology
• Power plant in Northern California was emitting selenium in waste water
• Conventional design for water treatment facility would cost more than 50% of the cost of the power plant
• Look for ways outside conventional water treatment to perform the function “remove selenium from water”
• Solution: cattails and ragweed are plants that will extract selenium from water, and bind it in their tissues. – Create a swamp where plants can purify the water
© All rights reserved Slide # 78BMGI * Problem Solved *
Example
Remove water from glass
“Solutions change, functions stay the same”
(Don’t touch the glass)
© All rights reserved Slide # 79BMGI * Problem Solved *
Property Variation for function MOVE LIQUID
soundAcoustic Cavitation
Acoustic VibrationsArchimedes’ Principle
volume
temperature
BoilingEvaporation
Capillary Condensation
Capillary Evaporation
Capillary Pressure
porosity
Ferromagnetism
Magnetostriction
weightGravity
shapeFunnel Effect
Ellipse
Osmosis
Super Thermal Conductivity
Surface Tensionsurface
Thermocapillary Effect
Thermomechanical EffectThermal ExpansionSpiral
ResonanceShock Wave
pulsation
Wetting
Electrophoresis
Ultrasonic Capillary Effect
Ultrasonic Vibrations
Use of foam
Absorption
pressureBernoulli’s Theorem
Brush Constructions
Coanda EffectCondensation
Dessication
field
Electrocapillary Effect
Electrostatic InductionElectrolysis
Electroosmosis
Ionic Exchange Inertia
Jet Flow
Lorentz Force
Pascal LawPump
Superfluidity
Forced Oscillations
© All rights reserved Slide # 80BMGI * Problem Solved *
© All rights reserved Slide # 81BMGI * Problem Solved *
The Job of “Cleaning Clothes at Home”
“Job-to-be Done”
“Solutions”
© All rights reserved Slide # 82BMGI * Problem Solved *
OBJECTIVE: To sell more washing powder
OBJECTIVE: To sell more ‘cleaned clothes’
© All rights reserved Slide # 83BMGI * Problem Solved *
Working Backwards from Perfect
IdealInnovation
1… 2… 3…. n.…Generation
CurrentSituation
Function achievedwithout resource
Intermediatesolutions
….CurrentDesign
Clothes that cleanthemselves
Cleaningwithout external agent
Re-usablewashing method
Detergent and Washing Machine
© All rights reserved Slide # 84BMGI * Problem Solved *
Desorption Acoustic cavitation Acoustic vibration Cavitation Jet erosion Electro-erosion Electron impact desorption Laser evaporation Ion beam Redox reactions Hydrodynamic cavitation Laser gettering Longitudinal ultrasonic oscillation Ultrasonics Friction Cryolysis Photo-oxidation Optohydraulic effect Electrical explosion Thermo-destruction Dissolution Electro-rheological effect Brushes Electrolysis
Classification of Effects by FUNCTION
CLEAN
© All rights reserved Slide # 85BMGI * Problem Solved *
Function: CLEANS LIQUID
© All rights reserved Slide # 86BMGI * Problem Solved *
"Wash with Ultrasonic Waves and Electrolysis" washing machine. By combining Electrolyzed Water's dirt dissolving and bacteria-removing properties with the cleansing power of Ultrasonic Wave technology SANYO has brought to realization the World's first "Zero-Detergent course" washing machine.
© All rights reserved Slide # 87BMGI * Problem Solved *
Where do Ideas Come From?Nature
Nature
T
Team
Individual
Industry
Outside Industry
TeamIndustry
Outside Industry
© All rights reserved Slide # 88BMGI * Problem Solved *
Biomimicry (a.k.a. Biomimetics)
• Nature runs on sunlight• Nature uses only the energy it needs• Nature fits form to function• Nature recycles everything• Nature rewards cooperation• Nature banks on diversity• Nature demands local expertise• Nature curbs excesses from within• Nature taps the power of limits
Biomimicry is the science that studies nature’s models and then imitates or takes inspiration from these designs and processes to solve human problems.
© All rights reserved Slide # 89BMGI * Problem Solved *
Why Learn from Nature?
• If you put the history of the planet on a calendar year, bacteria arrived in March. Other species followed. The human species came at 11:45 pm on the last day of the year. Therefore, other species have been evolving and doing “R&D” a lot longer than we have; let’s learn from them.
• Nature has experience from 3.8 billion years of R&D generating 10-100 million survivors of well adapted solutions.
• These are extremely well matched to the types of problems we have and need to solve.
© All rights reserved Slide # 90BMGI * Problem Solved *
How does Nature Create Materials
• In nature, designs are organic, they are very small (only as big as they need to be to fit the function). Human designs are very geometric and our inventions are very brittle, stiff and most of them depend on wheels for mobility.
• Nature manufactures its materials under life-friendly conditions -- in water, at room temperature, without harsh chemicals or high pressures
High TemperatureHigh PressureChemical Treatment Process
© All rights reserved Slide # 91BMGI * Problem Solved *
Kevlar vs Spider Webs
VS
© All rights reserved Slide # 92BMGI * Problem Solved *
Cricket Inspired Speakers
Imagine making high-end audio speakers based on a cricket that uses its burrow to amplify sound. New Kilpsch speakers are created by studying how Egyptian mole crickets amplify sounds
© All rights reserved Slide # 93BMGI * Problem Solved *
Termite Inspired Building
A termite mound can seem eerily like a skyscraper, especially when you consider the mount’s efficient regulation of air flow, temperature and humidity.
© All rights reserved Slide # 94BMGI * Problem Solved *
Solving World’ Water Problem
Namibian Beetle
Pill Bug
© All rights reserved Slide # 95BMGI * Problem Solved *
Tardigrades and Vaccines
• There are serious issues with shipping worldwide due to breakdown of refrigeration.
• Tardigrades can deal with extreme dehydration, vacuum and UV radiation
Researchers from University in Sweden shipped two species of tardigrades aboard a 2007 European Space Agency mission that reached160 miles up in low orbit. Some of the water bears were exposed to the vacuum of space only, while others were exposed to vacuum and ultraviolet radiation. Researchers reported that the tardigrades survived vacuum-only conditions quite well.
© All rights reserved Slide # 96BMGI * Problem Solved *
Natured Inspired Business Models
• The Land Institute is studying prairies as a model for an agriculture that features edible, perennial polycultures and that would sustain, rather than strain, the land
• Various researchers in Industrial Ecology are looking for ways to apply nature's lessons of economy, efficiency, cooperation, and rootedness to the marketplace.
© All rights reserved Slide # 97BMGI * Problem Solved *
5
Burn Your Ladder
© All rights reserved Slide # 98BMGI * Problem Solved *
VIDEO
© All rights reserved Slide # 99BMGI * Problem Solved *
Contact InformationDr. Phil Samuel
[email protected](303)-827-0010www.bmgi.com
“The Stone Age didn't end because they ran out of stones…”
- Sheikh Yamani
© All rights reserved Slide # 100BMGI * Problem Solved *
If one does not know to which port one is sailing, no wind is favorable.
- Lucius Annaeus Seneca