BEI - Predictive Innovation

Predictive Innovation:
Directed Inventing to Ensure
Generation of High-Value Ideas

October 2012
Maria Thompson
Director, Innovation Strategy

- Market & Technology Trends
MSI Thought Leadership - Disruptive Technologies
- CTO Strategic Thrusts

INNOVATION STRATEGY
• Innovation • Intellectual Property
Champions Innovation IPR Champions
Framework Problems Strategy
• Bright Idea • Disclosure
Of Management
• Business Strategy
Context Tomorrow • Patent Committees
Key
Technology
Areas
Business
Challenges
Directed
Innovation
Directed
Innovation
methods Ideas
Generate
Innovation Explore Inventions
Adopt
Champions
Adjacent
&
New Business Mentor
Growth Program
Solutions of Today and Tomorrow

Increase your “Innovation IQ”
• Your “IQ” can be thought of as a predictable
measure of intelligence and performance
• Methods to enhance your team’s performance in
creative problem solving to support
Invention: novel idea & patent generation
Innovation: successful commercialization of novel ideas

Creative problem solving skills are critical success
factors in today’s competitive environment

Motorola Solutions Inc
Intellectual Asset Management 3

Strategic Technology Analysis Metrics
• Identify Motorola Solutions Recipe for Success
Component areas of focus
Identification of what we have
How good is it (quality & value)?

• Competitor Scan
Inventory
Trend analysis

• Gap analysis
What do we need for desired end state?
Prioritization
Allocation

Competitive Analysis-Patents
Security IP- Last 5 Years (1999-2004)

Sony
Companies

Siemens

Samsung

Nokia

Ericsson

Motorola

Encryption Authentication Content Financial Network Secure Key Public Secure Tamper
Authorization Protection eCommerce Security Hardware Management Key Math Software Resistance
Boot Theft
Deterrence

# Patents in Strategic Categories within Technology Domain
Intellectual Asset Management

Portfolio Goals

• Forward-Looking
• Problems of Tomorrow
• Non-traditional markets and verticals

• Portfolio-Building
• Growth businesses
• Fundamental technology

• Incremental / Portfolio-Sustaining
• Performance improvements, cost savings
• Technology enablers


History

• Advanced Inventing
• Ad hoc brainstorming by project teams
• Infrequent Patent attorney participation
• Direct to patent filings


Many Techniques to Think Creatively


History
Strategic Portfolio Development
– Focused on generating solutions & patents from new
promising technology
– TRiZ used rarely to identify conflicts & tradeoffs in new
technology
– Attorney = scribe
– SME = facilitator (sometimes)
– Project &/or technology team
participation
– Participants vote on ideas to patent


History
Directed Innovation
– Agnostic facilitator
– Provocation/Question Banking
– Diverse & cross-functional team
– Innovators = scribes
– Balanced left brain vs. right brain activities
– Idea Sheets & Competition
– Post-its –> Problem Storming
– Chocolate, Cinnamon, Peppermint
– Concept Evaluation by SMEs & Patent Attorney
– Inventor Mentors
– Prior Art searching/ Patcomm review

Directed Innovation Workflow

10/12/12 11


10/12/12 MOTOROLA SOLUTIONS INTERNAL USE ONLY 12

Sponsorship & Team Selection

• Business Sponsor with budget & resources
• Inventing team
Subject Matter Experts (SMEs) in Technology Domain

Planning & Ideation team members
• critical thinkers (problem-oriented)
• divergent thinkers (creatives)

Facilitator (see IAF Handbook of Group Facilitation)
• process observer
• objectivity
• no emotional connectivity to outcome


10/12/12 14

Albert Einstein

"The mere formulation of a problem is far
more often essential than its solution, which
may be merely a matter of mathematical or
experimental skill. To raise new questions,
new possibilities, to regard old problems from
a new angle requires creative imagination
and marks real advances in science."


Identify High-Value Problem of the Future
• Business Sponsor selects Critical Challenge
• Problem Storming w/ critical thinkers
• Describe and list all attributes of Ideal Solution(s)
• see TRiZ
• Identify known solutions and current patents
• Describe characteristics and parameters and why they are
insufficient: these are your CRITICAL CHALLENGES

• Transform Critical Challenges into thought-provoking
questions to inspire breakthrough thinking
*The format of the problem statements and related open-ended thought-
provoking questions is key to successful results


3. Opportunities
w/o limitation
2. limitations

1. Focus/Goal/Objective/Problem:
2. limitations
3. Opportunities
w/o limitation

QuestionGeneration-Recipe: How might we use Opportunity #3 to overcome Limitation #2 and
achieve/remove #1?
OR How might we achieve/remove #1 by using #3 without #2?


10/12/12 MOTOROLA SOLUTIONS INTERNAL USE ONLY 18

“Millions saw the apple
fall, but Newton was the
one who asked why.”

Bernard Baruch


The Older People Get, the Fewer Questions they Ask

• How often do people ask
questions?
• Why does the typical 5-year-old ask
65 questions a day?
• Why does the typical 44-year-old
ask only 6 questions a day?
• Why is it that the older we get, the
fewer questions we ask?


How Questions Help Creative Problem Solving

• Clarifies problems
• Engages minds
• Increases brain flow
• Cultivates curiosity
• Improves Listening
• Promotes analogous thinking
• Enhances quality thinking
• Accelerates innovation
• Improves idea management


SolutionPeople’s Client ROI for Questions

• More Questions => More Ideas

• Facilitations using Question Banks generate 34-
65% more ideas

• More Ideas => Better Solutions


Questions Accelerate the M-Curve and Help Produce Breakthrough
Ideas Faster

????????????????? STIMULANTS ???????????????

New
Solutions
Old
Ideas
VALUE
TIME


What is the Question Banking Methodology?

 IDENTIFY Sources of Questions
 COLLECT Questions
 ORGANIZE Questions
 IMPROVE Questions
 APPLY Questions (Questionate to Ideate)


Questions to Ask When Collecting Questions

What are ALL the questions that people might answer in
order to address the goal(s), challenge(s) or
problem(s)?

What are all the obstacles or challenges that might
relate to the goal(s)?

What are the 3-5 MOST IMPORTANT questions that
should be asked to address the goal(s)?


Advanced Questions

What do we know?
What don’t we know?
Who knows what we don’t know?
How do we get to know what we
don’t know?


Six Key Questions

I keep six honest serving-men.
They taught me all I knew;
Their names are What and Why and
When and How and Where and Who.

- Rudyard Kipling
Indian-born British writer and poet

Activate to Innovate Questions
(Inspired by Rudyard Kipling’s Quote)

• Who should know what you learned?
• What ideas were valuable?
• When will you apply the ideas?
• Where will you apply the ideas?
• Why are the ideas valuable or important?
• How will you share or apply the ideas?


Advice for Writing Good Directed Innovation
Questions
Use the PROVOCATION process to get yourself in the right mindset =
“PROBLEM STORMING”

Checklist to generate your problem statements and
questions:
 Identify & list all attributes & characteristics of the ideal solution
 Identify current technologies that address achieving each attribute
 Characterize & list all the attributes, constraints & limitations of
current technologies preventing achievement of the ideal attributes
 Generate open-ended questions in the form of
"How might we achieve the IDEAL ATTRIBUTE
by applying technology Y
to overcome the Limitations & Constraints of technology X ?"


What are the most important
questions you should ask and answer
to improve innovation performance?

Question Banking TIPS & Checklist
Wordsmith and polish questions
• Use www.thesaurus.com
• Increase “open-ended” questions (eliminate “yes” or “no” questions)
• Replace “can/could/should” with “might” and “may”
• Genericise so non-domain experts can engage
• Tease out inflection points: conflicts, contradictions and tradeoffs

√ Quality Review CHECKLIST
 Brief and concise
 Provocative, inviting and inspiring
 Clear and focused
 Understandable by variety of people
 Grammatically correct
 Functional, action-oriented verbs that describe the
desired result or outcome

“Don’t Ever Stop Asking Questions”
- Albert Einstein


10/12/12 34

Inventing Rules
DO’s DON’Ts
BUILD on others’ ideas Criticize others’ ideas
Write down all problems on post-its Vocalize issues to thwart idea
attached to ideas for later discussion generation (e.g., prior art)
(Opportunities For Invention)
Ask exploratory open-ended questions Use questions as way to criticize idea

Record all details of your ideas on Idea Work only at high-level (a potentially
Recorder to later enhance disclosable novel idea may be eliminated later
concepts during Evaluation)
Be Tenacious and take the Risk to Be shy or a perfectionist
support “wild” ideas
Permit Ambiguity and Be Optimistic Project negative non-verbal or verbal
behaviors
Be Speculative and Idealistic Be too practical or pragmatic (until
Evaluation)


Session Name: Gemini Innovation Workshop Idea Sheet Motorola Confidential when Completed

What problem are you trying to solve? What is a “working title” or keywords for your innovation?
(If working from a list of questions, record the question number.)

How might your idea/solution be implemented?
(A sketch, flowchart, or list of features will help to explain this.)

What is your idea/solution?

Idea Recorder

Innovator(s) CoreID(s):
Suggested Lead: Potential Business Value: Today’s Date:
Intellectual Asset Management High, Medium, Low, Unknown 36
4/27/2007


10/12/12 37

Idea Evaluation
1. Is the invention aligned with strategic technology areas of value to Motorola
Solutions?
2. Is the idea NOVEL? Differentiate it from prior art
3. WHEN is the idea valuable? Context in which idea demonstrates usefulness?
4. WHAT are ALL the problems the idea addresses or solves?
5. WHO are ALL the potential USERs or Beneficiaries of the idea?
6. HOW did/will we implement the idea? ALL the alternatives.
7. What are potential OTHER PROBLEMS that may be identified by implementing the
idea?
8. WHERE is the idea useful or valuable? Environments, Ecosystems, other related
innovations to pair with it to allow it to be leveraged?
9. Ask WHY the problem exists and WHY your solution effectively solves the
problem – 5 times!
10. How might someone WORK AROUND the invention (all the possible ways), and
why are none of these alternatives desirable?
11. How might Motorola Solutions make money from the idea?
1. Are you selling a product, service, license?
2. How much development work (resources and dollars) is needed to realize your product?

3. What is the revenue opportunity over the next 5-7 years? List all the assumptions.

Next Steps

• Playbook for DI Facilitators

– Diversity of Thought
– Assumption Storming
– Timely notification of lead innovators
– Allocate & prioritize time for idea conversion
– Inventor Mentoring


Recommended Books for Skills Building
Innovate Like Edison: The Success System of
America’s Greatest Inventor
by Michael Gelb, Sarah Miller Caldicott

Think Better: An Innovator's Guide to
Productive Thinking
by Tim Hurson Conceptual Blockbusting:
A Guide to Better Ideas
Simplified TRiZ: New Problem-Solving by James L. Adams
Applications for Engineers & Manufacturing
Professionals
by Kalevi Rantanen, Ellen Domb

Making Questions Work: A Guide to What and How to Ask for Facilitators,
Consultants, Managers, Coaches, and Educators
by Dorothy Strachan

Backup


Idea Exchange Directions:
1. One idea per light bulb
Gerald Haman: http://www.solutionpeople.com/people.htm 2. Generate high volume and wide
variety
Challenge: _____________________________________ 3. Build upon ideas passed to you
4. No evaluation yet!

Inventor
Initials


BEI - Predictive Innovation

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