Every organisation in this world is gearing up to innovate & stay ahead of competition. This includes identifying new needs and markets. Organisation compete on quality of people they have, quality is essesntially a function of learning & development that an individual go through in an organisation. L& D builds capability that percolates in the entire organisation. Presentation highlights training in innovation techniques of TRIZ, experienced facilitation & a robust knowledge management systems are the foundations on which an organisation can build its innovation capability. Please let me jave your feedback and get in touch if you want to know more.

1. Innovating today for better tomorrow
Innovating by building capability using TRIZ
Prashant Y. Joglekar
joglekarprashant@gmail.com
http://innovationnukkad.blgspot.com
www.twitter.com/ideabound
On Facebook & Twitter Find Me
“Prashant Yeshwant Joglekar”

2. Presentation Flow
• Innovation Imperative
• Innovation Tiers, Types and Territory
• Introduction to Systematic Innovation
• Proposed Next Steps for Organization
1/30/2014
2

3. Presentation Flow
• Innovation Imperative
• Innovation Tiers, Types and Territory
• Introduction to Systematic Innovation
• Proposed Next Steps for Organisation
1/30/2014
3

4. Every Business Likes Arnold Schwarzenegger
Strong Healthy Top Line
( Revenue)
Controlled Waste Line
( Cost )
Strong Healthy Profit Foundation
( Profit)
1/30/2014
:
4

5. Balanced Score Card – Looking at Business Holistically
1/30/2014
Source : SAS, Balance Score Card
5

6. Innovation – Shortest Definition
INNOVATION = Successful Step Change = Positive ROI & Profit
1/30/2014
6

7. System Hits The Limit
1/30/2014
:
7

8. We are Doing Fine – Why We Need to Innovate ( Litmus Test )
Internal environment
External Environment
Parameters of
Measurement
More Demanding Innovation
Environment
( + 5 Points)
Neutral
( 0 Points)
Less Demanding innovation
environment
( - 5 points)
Industry
Maturity
Highly mature market showing
signs of communization
Market beginning to show
signs of maturity
Nascent market with unclear
business models
Competitive
Dynamics
Fast-moving industry and /or
industry with short product life
cycles
Moderately changing industry
( e.g. Automobiles)
Slow-moving industry where
change rarely occurs
( e.g. steel)
Asset
Intensity
Very High; innovation requires
major capital equipment
( e.g. pharmaceuticals)
Moderate; innovation possible
with less capable equipment
( e.g. Consumer Goods)
Low; innovation possible with
little to no investment
(e.g. media)
Scope of
Innovation
Activities
Innovation possible only with
close coordination across
business units, functions and
regions
Innovation able to be isolated
within a single business unit
with coordination across
functions
Innovation possible in
separate pockets of the
organization with minimal
coordination
Innovation
culture
Company in ‘operational’
mode, with innovation viewed
largely as distraction
Innovation understood to be
important, but not something
that is everyone’s
responsibility
Entrepreneurial culture, where
innovation is a core part of the
company DNA
Breadth of
Talent
< 10 % of employees capable
of delivering legitimately
disruptive ideas
10-30 % of employees capable
of developing legitimately
disruptive ideas
> 30 % of employees capable
of developing legitimately
disruptive ideas
1/30/2014
Source : Innovator’s Guide To Growth , SCOT ANTHONY , Harvard Business Press
8

9. Assessing Innovation Environment of a Commodity Business
Internal environment
External Environment
Parameters of
Measurement
More Demanding Innovation
Environment
( + 5 Points)
Neutral
( 0 Points)
Less Demanding innovation
environment
( - 5 points)
Industry
Maturity
Highly mature market showing
signs of commoditization
Market beginning to show
signs of maturity
Nascent market with unclear
business models
Competitive
Dynamics
Fast-moving industry and /or
industry with short product life
cycles
Moderately changing industry
( e.g. Automobiles)
Slow-moving industry where
change rarely occurs
( e.g. steel)
Asset
Intensity
Very High; innovation requires
major capital equipment
( e.g. pharmaceuticals)
Moderate; innovation possible
with less capable equipment
( e.g. Consumer Goods)
Low; innovation possible with
little to no investment
(e.g. media)
Scope of
Innovation
Activities
Innovation possible only with
close coordination across
business units, functions and
regions
Innovation able to be isolated
within a single business unit
with coordination across
functions
Innovation possible in
separate pockets of the
organization with minimal
coordination
Innovation
culture
Company in ‘operational’
mode, with innovation viewed
largely as distraction
Innovation understood to be
important, but not something
that is everyone’s
responsibility
Entrepreneurial culture, where
innovation is a core part of the
company DNA
Breadth of
Talent
< 10 % of employees capable
of delivering legitimately
disruptive ideas
10-30 % of employees capable
of developing legitimately
disruptive ideas
> 30 % of employees capable
of developing legitimately
disruptive ideas
1/30/2014
Source : Innovator’s Guide To Growth , SCOT ANTHONY , Harvard Business Press
:
9

10. Organization's Approach to Innovation based on assessment
Scoring
Organization’s Approach
20 to 30
Very Demanding Innovation Environment : In these settings, there is likely need for greater
resource allocation, more structured approaches to innovation, more significant senior
management guidance and overall organizational autonomy for selected innovation units
10 to 15
Moderately demanding innovation environment : In these contexts, circumstances suggest
focusing on one or two key aspects of company’s environment. Significant hands-on
management may be required to overcome internal challenges, and /or well-defined structure and
process may be needed to foster rapid innovation while effectively managing potential risks
-15 to 5
Less Demanding Innovation Environment : Here, focused innovation efforts can be carried out
with limited need for direction from senior leaders and minimal investment. Market conditions
and the personnel in the organization likely enable a more flexible and slower paced approach to
Innovation.
-30 to -20
Naturally innovative environment : Innovation in these settings tends to be inherent in the core
culture. Innovation efforts can be thus be well integrated with the main lines of business and can
occur as a natural part of doing business. In these environments, it is important not to over direct
or stifle innovation through excessive structure.
1/30/2014
Source : Innovator’s Guide To Growth , SCOT ANTHONY , Harvard Business Press
:
10

11. Organization's Approach to Innovation based on assessment
Scoring
Innovation Strategy
20 to 30
Very Demanding Innovation Environment : In these settings, there is
likely need for greater resource allocation, more structured approaches
to innovation, more significant senior management guidance and overall
organizational autonomy for selected innovation units
10 to 15
Moderately demanding innovation environment : In these contexts, circumstances suggest
focusing on one or two key aspects of company’s environment. Significant hands-on
management may be required to overcome internal challenges, and /or well-defined structure
and process may be needed to foster rapid innovation while effectively managing potential risks
-15 to 5
Less Demanding Innovation Environment : Here, focused innovation efforts can be carried out
with limited need for direction from senior leaders and minimal investment. Market conditions
and the personnel in the organization likely enable a more flexible and slower paced approach to
Innovation.
-30 to -20
Naturally innovative environment : Innovation in these settings tends to be inherent in the core
culture. Innovation efforts can be thus be well integrated with the main lines of business and can
occur as a natural part of doing business. In these environments, it is important not to over
direct or stifle innovation through excessive structure.
1/30/2014
Source : Innovator’s Guide To Growth , SCOT ANTHONY , Harvard Business Press
:
11

12. Presentation Flow
• Innovation Imperative
• Innovation Tiers, Types and Territory
• Introduction to Systematic Innovation
• Proposed Next Steps for Organisation
1/30/2014
12

13. The Innovation Stack
Management Innovation
( ‘Work’ Different for e.g. 3M)
Strategic Innovation
( ‘Sell’ Different, ‘Southwest’)
Product / Service Innovation
(‘make’ different, Apple)
Operational Innovation
(‘make’ better e.g. TOYOTA)
1/30/2014
Source : The Future of Management By GARY HAMEL , Harvard Business Press
13

14. Innovation Territory – Business Model Landscape
Key Partners
Key Processes
Value Proposition
Customer Relationship
• Strategic
alliance
• Cooperation
between
competitors
• Joint
ventures
• BuyerSupplier
• Customerprovider
• Operating Processes
( Sales and
Marketing,
Production,
Maintenance, R & D,
Logistics etc.)
• Support Processes (
HR, IT,
Administration)
•
•
•
•
• Personal assistance
• Dedicated personal
assistance
• Self-service
• Automated Service
• Communities
• Co-creation
Key Resources
•
•
•
•
Physical
Intellectual
Human
Financial
•
•
•
•
•
•
•
Newness
Performance
Customization
Getting the job
done
Design
Brand/Status
Price
Cost Reduction
Risk reduction
Accessibility
Convenience /
Usability
Customer
Segments
•
•
•
•
•
Mass Market
Niche Market
Segmented
Diversified
Multi-sided
platform
Channels
•
•
•
•
•
Sales Force
Web Sales
Own Stores
Partner Stores
Wholesaler
Cost Structure
Revenue Streams & Pricing Mechanisms
• Cost Driven ( Southwest)
• Value Driven ( Luxury Hotels)
•
•
•
•
•
•
•
Selling Products
Usage Fee
Subscription Fees
Lending / Renting / Leasing
Licensing
Brokerage Fees
Advertising
Source : Business Model Generation, Alexander Osterwalder, WILEY & SONS
1/30/2014
14

15. Innovation HOT SPOTS – 12 Ways To Innovate
Dimension
Definition
Examples
Business Model
Element
Offerings
Develop innovative new
products or services
• Gillette Mach 3 Turbo, Fusion Razor
• Apple i-pod music player and I Tunes
music service
Value Proposition
Platform
Use common components or
building blocks to create
derivative offerings
• General Motors OnStar telematics
platform
• Disney animated movies
Key Resources +
Offering
Solution
Create integrated and
customized offerings that solve
end-to-end customer problems
• UPS logistic services Supply Chain
Solutions
• DuPont building innovations for
construction
Value Proposition +
Offering
Customers
Discover unmet customer or
identify underserved customer
segments
• Meru Cab
• ACT –II POPCORNS
Customer relationship
+ Value Proposition
Customer
Experience
Redesign customer interactions
across all touch points and all
moments of contact
• BOOK My show ( IPL Tickets, Stadium
View)
• Net-banking
Customer
relationships + Cost
Structure + Value
proposition
Redefine how company gets
paid or create innovative new
revenue streams
• Steel service centers
Customer
relationship+ Revenue
Streams
Redesign core operating
processes to improve efficiency
& effectiveness
• Toyota Production Systems
• GE’s SIX SIGMA Processes
Core processes + Cost
Structure
Value
Capture
Processes
1/30/2014
Source : “12 Ways To Innovate . Mohanbir Sawhney, Kellogg School of Management
15

16. 12 Ways to Innovate
Dimension
Definition
Examples
Business Model
Element
Organization
Change form, function or
activity scope of the firm
• TOYOTA LEXUS Luxury Car
Customer Segments +
Revenue Streams
Supply Chain
Think differently about sourcing
and fulfillment
• ITC e-chaupal
Key Resources +
Partnership + Cost
Structure + Value
Proposition
Presence
Create new distribution
channels or innovative point of
presence, including the places
where offerings can be bought
or used by customers
• Starbucks music CD sales in coffee
stores
Channel
Create network centric
intelligent and integrated
offerings
• OTIS remote elevator monitoring
service
Partners
Leverage a brand into new
domains
• Apple, Janguar
Customer Segment,
Customer Relationship
Networking
Brand
Source : “12 Ways To Innovate . Mohanbir Sawhney, Kellogg School of Management
1/30/2014
16

17. Presentation Flow
• Innovation Imperative
• Innovation Tiers, Types and Territory
• Introduction to Systematic Innovation
• Proposed Next Steps for Organisation
1/30/2014
17

18. Challenges to Innovate : External Barriers For Large Firms
1/30/2014
Source : National Knowledge Commission, Govt of India Report 2007
18

19. Challenges to Innovate : Internal Barriers for Large Firms
1/30/2014
Source : National Knowledge Commission, Govt of India Report 2007
:
19

20. Solution : Special Skill Building Programs + Structure
1/30/2014
Source : National Knowledge Commission, Govt of India Report 2007
20

21. Can I be Innovative ???
• But Innovation is Confined to Few Intelligent Men ??
No
• So can I be Innovative ??
Yes
• How can that be possible ?? This was never a subject in my
curriculum
Don’t Loose Hope
• How can I learn to Innovate now? Is there a systematic way of
learning it?
Yes, Yes, Yes ……
1/30/2014
Source :
21

22. TRIZ alias Systematic Innovation
1/30/2014
Source :
22

23. Father & Propagator of Systematic Innovation (TRIZ)
1/30/2014
Source :
23

24. Systematic Innovation – Distilling World’s Best Knowledge
Business
‘psychology’
Science
Because we spent the
last 12 years studying
innovations from the
last 100 years:
~3000 management texts
published per year
Patents
~7500 academic/trade
journals in circulation
~ > 400,000 patents granted
‘Breakthrough’
Database
1/30/2014
Source :
24

25. TRIZ and It’s Brief History
1. Problems and Solutions were repeated across industries and
Sciences ( Someone Somewhere Has Already Solved a
Problem Similar Like Mine)
2. Patterns of technical evolution were repeated across industries
and sciences
3. Innovations used scientific effects outside the field where they
were developed
1/30/2014
Source :
25

26. Innovation Levels
Level 1
Routine design problems solved by methods well known within
the specialty. Usually no invention needed. example: use of
‘coal’ for writing
Level 2
Minor improvements to an existing system using methods known
within the industry. example: ‘Graphite Pencil’ (wrapped coal
stick)
Level 3
Fundamental improvement to an existing system using methods
known outside the industry. example: Ink Pen (ink instead of
coal)
Level 4
A new generation of a system that entails a new principle for
performing the system's primary functions. Solutions are found
more often in science than technology. Example Printer (another
whole system for writing)
Level 5
A rare scientific discovery or pioneering invention of an
essentially new system. example: electronic Pen & Paper
1/30/2014
Source :
26

27. Systematic Innovation Cycle
Generic problem set
Generic solution set
My Problem
My Solution
1/30/2014
Source :
27

28. Innovation is Solving Problem Recognized / Unrecognized
Problem is nothing but the gap between “What We Want”
and “What We Have”.
-Edward De Bono
“The significant problems we face cannot be solved at the
same level of thinking we were at when we created them”
-Albert Einstein
1/30/2014
Source :
28

29. Five Pillars of Breakthrough Methodology
1/30/2014
Source :
29

30. IDEALITY
1/30/2014
Source :
30

31. Ideality Cone
1/30/2014
Source :
31

32. IDEAL FINAL RESULT – Deployment Philosophy
1/30/2014
Source :
32

33. CONTRADICTIONS
1/30/2014
Source :
33

34. COCA COLA CAN EVOLUTION
Principle 17 : Another
Dimension
1/30/2014
Source :
34

35. OIL SPILL Problem
Parameter We Are Trying To Improve
STABILITY ( Matrix Parameter 21)
Parameter That Prevents Us from
Improving
Temperature ( Matrix Parameter 22)
Inventive Principles
35 – Parameter Changes
40 – Composite Material
03- Local Quality
01- Segmentation
18 – Mechanical Vibration
24 - Intermediary
1/30/2014 Source : Are you solving the right problem : Dwayne Spradlin, HBR September 2012 :
35

36. My Problem Is So Unique….
1/30/2014
Source :
36

37. Someone Somewhere Has Solved Problem Like Yours
1/30/2014
Source :
37

38. TRENDS of EVOLUTION
1/30/2014
Source :
38

39. Trends of Evolution
1/30/2014
Source :
39

40. How to Read The Plots
1/30/2014
Source :
40

41. Trend List
1/30/2014
Source :
41

42. PIZZA BOX – System Evolution
Business Implication
= 14 Mn USD
1/30/2014
Source :
42

43. Application of TRENDS of EVOLUTION
1/30/2014
Source :
43

44. Business Trend : Customer Experience Trend
Commodity
1/30/2014
Product
Service
Source :
Experience
Transformation
44

45. DATA - Information - Knowledge - Wisdom
Data
1/30/2014
Knowledge
Information
Source :
WISDOM
45

46. FUNCTIONALITY
1/30/2014
Source :
46

47. Remove Water From GLASS
1/30/2014
Source :
47

48. http://function.creax.com/
1/30/2014
Source :
48

49. Resources
1/30/2014
Source :
49

50. Tool Map
Problem Definition
Divergent
Convergent
Ideal Final Result /
Attribute
Function & Attribute
Analysis
Resources
Evoplot Analysis
Why & What’s Stopping
Analysis
Size- Time-Interface-Cost
QFD
Spiral Dynamics
S-Field Analysis
Smart-Little People
S-Curve Analysis
Subversion Analysis
Constraint Mapping
Root Cause Analysis
Root Contradiction
Analysis
Root Contradictions
Contradiction Matrix
Perception Mapping
Omega Life Views
Red Team Analysis
Kepner-Tregoe
1/30/2014
Solution Generation
Divergent
Inventive Standards
Inventive Principles
Trends
Trimming
De-BONO
SCAMPER
Oblique Strategies
Convergent
Multi Criteria Decision
Analysis
Function Data Base
Patent Data Base
Source : Hands On Systematic Innovation , IFR Press, UK
50

51. 1/30/2014
Source :
51

52. Companions of Process Excellence
Systematic Innovation –
Technical
Breaking Psychological Inertia
1/30/2014
Systematic Innovation –
Business
& Management
Latest Research
On Contradictions
Source :
Systematic Innovation –
Software
trenDNA – Understanding Populations
Better Than They Understand Themselves
52

53. Presentation Flow
• Innovation Imperative
• Innovation Tiers, Types and Territory
• Introduction to Systematic Innovation
• Proposed Next Steps for an organisation
1/30/2014
Source :
53

54. TRIZ Propagation at SAMSUNG
1/30/2014
Source :
54

55. My Value Proposition
1. Systematic Innovation Workshops for Technical / Business / IT
domains
2. Learning deployment by solving problems in hand
3. Specific Business Outcome Driven Innovation Project
4. Product / Process Driven Transformation
5. Mapping innovation landscape for an organization to drive
innovation agenda more inclusively
1/30/2014
Source :
55

56. Innovation Maturity Journey
Maturity Stage
Journey
SEEDING
What Do We Do Here
CHAMPIONING
MANAGING
STRATEGISING
VENTURING
1/30/2014
Source :
56

57. Innovation Maturity Journey - Seeding
Maturity Stage
Journey
What Do We Do Here
SEEDING
In this phase it is best to achieve a small scale success as not many would want
to disrupt an organization that seems to be working well. The key is some
success than scale.
CHAMPIONING
The primary aim during this stage is to achieve a broad acceptance across organization
that innovation is a key business process rather than an ethereal, high-risk enemy. Here
quantifying the improvements is essential.
MANAGING
This phase is little tricky, as due to initial success there are many who wants to jump the
bandwagon. In this phase search needs to be for the people who are passionate and
want to bring about the change. This phase has to be managed delicately, else there will
be more presentations & no work 
STRATEGISING
There is going to be someone with full-time responsibilities for innovation within the
team. This is the stage where the team members need to develop new skills such as
scenario planning, story-telling. People are beginning to see central innovation team as
‘the place to be’ for the best chances of career progression.
VENTURING
Here the organizations venture into different areas of business those are not relevant to
their so called core. Here the organization has self-adapting management structures and
teams.
1/30/2014
Source :
57

58. Innovation Maturity Journey - Championing
Maturity Stage
Journey
What Do We Do Here
SEEDING
In this phase it is best to achieve a small scale success as not many would want to
disrupt an organization that seems to be working well. The key is some success than
scale.
CHAMPIONING
The primary aim during this stage is to achieve a broad acceptance across
organization that innovation is a key business process rather than an ethereal,
high-risk enemy. Here quantifying the improvements is essential.
MANAGING
This phase is little tricky, as due to initial success there are many who wants to jump the
bandwagon. In this phase search needs to be for the people who are passionate and
want to bring about the change. This phase has to be managed delicately, else there will
be more presentations & no work 
STRATEGISING
There is going to be someone with full-time responsibilities for innovation within the
team. This is the stage where the team members need to develop new skills such as
scenario planning, story-telling. People are beginning to see central innovation team as
‘the place to be’ for the best chances of career progression.
VENTURING
Here the organizations venture into different areas of business those are not relevant to
their so called core. Here the organization has self-adapting management structures and
teams.
1/30/2014
Source :
58

59. Innovation Maturity Journey - Managing
Maturity Stage
Journey
What Do We Do Here
SEEDING
In this phase it is best to achieve a small scale success as not many would want to
disrupt an organization that seems to be working well. The key is some success than
scale.
CHAMPIONING
The primary aim during this stage is to achieve a broad acceptance across organization
that innovation is a key business process rather than an ethereal, high-risk enemy. Here
quantifying the improvements is essential.
MANAGING
This phase is little tricky, as due to initial success there are many who wants to
jump the bandwagon. In this phase search needs to be for the people who are
passionate and want to bring about the change. This phase has to be managed
delicately, else there will be more presentations & no work 
STRATEGISING
There is going to be someone with full-time responsibilities for innovation within the
team. This is the stage where the team members need to develop new skills such as
scenario planning, story-telling. People are beginning to see central innovation team as
‘the place to be’ for the best chances of career progression.
VENTURING
Here the organizations venture into different areas of business those are not relevant to
their so called core. Here the organization has self-adapting management structures and
teams.
1/30/2014
Source :
59

60. Innovation Maturity Journey - Strategizing
Maturity Stage
Journey
What Do We Do Here
SEEDING
In this phase it is best to achieve a small scale success as not many would want to
disrupt an organization that seems to be working well. The key is some success than
scale.
CHAMPIONING
The primary aim during this stage is to achieve a broad acceptance across organization
that innovation is a key business process rather than an ethereal, high-risk enemy. Here
quantifying the improvements is essential.
MANAGING
This phase is little tricky, as due to initial success there are many who wants to jump the
bandwagon. In this phase search needs to be for the people who are passionate and
want to bring about the change. This phase has to be managed delicately, else there will
be more presentations & no work 
STRATEGISING
There is going to be someone with full-time responsibilities for innovation within
the team. This is the stage where the team members need to develop new skills
such as scenario planning, story-telling. People are beginning to see central
innovation team as ‘the place to be’ for the best chances of career progression.
VENTURING
Here the organizations venture into different areas of business those are not relevant to
their so called core. Here the organization has self-adapting management structures and
teams.
1/30/2014
Source :
60

61. Innovation Maturity Journey - Venturing
Maturity Stage
Journey
What Do We Do Here
SEEDING
In this phase it is best to achieve a small scale success as not many would want to
disrupt an organization that seems to be working well. The key is some success than
scale.
CHAMPIONING
The primary aim during this stage is to achieve a broad acceptance across organization
that innovation is a key business process rather than an ethereal, high-risk enemy. Here
quantifying the improvements is essential.
MANAGING
This phase is little tricky, as due to initial success there are many who wants to jump the
bandwagon. In this phase search needs to be for the people who are passionate and
want to bring about the change. This phase has to be managed delicately, else there will
be more presentations & no work 
STRATEGISING
There is going to be someone with full-time responsibilities for innovation within the
team. This is the stage where the team members need to develop new skills such as
scenario planning, story-telling. People are beginning to see central innovation team as
‘the place to be’ for the best chances of career progression.
VENTURING
Here the organizations venture into different areas of business those are not
relevant to their so called core. Here the organization has self-adapting
management structures and teams.
1/30/2014
Source :
61

62. Innovation Infrastructure
1/30/2014
Source : European Summit for the Future 2009
62

63. Elements of Knowledge Management Framework
Different Businesses, Different Context, Common Ideas
Contradiction Matrix & Inventive Solution ( “Matrix +” Suite)
Functional Data Bases (http://function.creax.com/)
Evolutionary Potential for Systems ( Technical, Business,
Software) ( EVOPlot +)
Resource Data Base ( Resource Category wise For e.g. Free /
Low Cost Resources, Human Resources, Smart Resources etc)
Systematic Innovation TOOL KIT
Mapping Knowledge Networks ( www.orgnet.com )
1/30/2014
Source :
63

64. Thank You
joglekarprashant@gmail.com
http://innovationnukkad.blogspot.com
www.twitter.com/ideabound
Linked In & Facebook : Prashant Yeshwant Joglekar
1/30/2014
Source :
64