The Innovator's Toolkit E-Book

David Silverstein

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 463

Veröffentlichungsjahr: 2013

Beschreibung

A compendium of tools and techniques that every innovator needs The Innovator's Toolkit is an essential companion for every innovator, innovation team leader, operations manager, and corporate change agent who needs to drive organic growth. Written and presented in an easy-to-use reference format, the book helps users understand why, when, and how to apply each technique for maximum benefits and results. The fifty-plus tools and techniques in this book are organized around a framework for identifying innovation opportunities, generating new and unusual ideas, selecting the best ideas for further refinement, and implementing new solutions that better meet customer expectations. * This revised second edition includes significant updates to nearly two dozen techniques * Also offers several brand new techniques, including Idea Harvesting and Treatment, Seventy-six Standard Solutions, and Six Thinking Hats This updated and revised edition of The Innovator's Toolkit simply helps innovation leaders, managers, and specialists do their jobs better than ever before--giving them more confidence, greatly reducing the chance of expensive failures, and packing more practical innovation knowhow under one cover than ever before.

Leseprobe

Table of Contents

Title Page

Copyright

Dedication

Downloadable Exhibits

Preface

Introduction

Innovation Is a Two-Faceted Process

Innovation's Front Edge—the D4 Model

A Balanced Innovation Portfolio

How People Solve Problems

Part I: Define the Opportunity

Technique 1: Jobs to be Done

Background

Steps

Resources

Technique 2: Job Mapping

Background

Steps

Identify Opportunities for Innovation

Resource

Technique 3: Outcome Expectations

Background

Steps

Resources

Technique 4: Value Quotient

Steps

Additional Example

Technique 5: Ethnography

Steps

Resources

Technique 6: Scenario Planning

Steps

Resources

Technique 7: Heuristic Redefinition

Steps

Additional Example

Resource

Technique 8: Nine Windows

Steps

Additional Examples

Technique 9: Job Scoping

Steps

Technique 10: Stakeholder Management

Steps

Resource

Technique 11: Cognitive Style

Background

Steps

Cognitive Style Insights

Resource

Technique 12: Project Charter

Steps

Technique 13: Innovation Financial Management

Background

Steps

Part II: Discover the Ideas

Technique 14: Resource Optimization

Background

Steps

Additional Examples

Technique 15: Functional Analysis

Background

Steps

Technique 16: Trend Prediction

Background

Steps

Example

Technique 17: Creative Challenge

Background

Steps

Technique 18: HIT Matrix

Steps

Technique 19: SCAMPER

Steps

Technique 20: Brainwriting 6-3-5

Steps

Technique 21: Imaginary Brainstorming

Steps

Technique 22: Concept Tree

Steps

Technique 23: Random Stimulus

Steps

Technique 24: Provocation and Movement

Steps

Real Life Example

Resource

Technique 25: Forced Association

Steps

Additional Example

Technique 26: Structured Abstraction

Background

Steps

Resources

Technique 27: Separation Principles

Steps

Example

Additional Example—Manager Working in an Office

Resources

Technique 28: Substance Field Analysis

Background

Analyzing Substance-Field Problems

The Five Solution Strategies

Resources

Technique 29: Biomimicry

Steps

Additional Example

Resources

Technique 30: KJ Method

Steps

Technique 31: Idea Sorting and Refinement

Steps—Sorting

Steps—Refinement

Technique 32: Six Thinking Modes

Background

Steps

Part III: Develop the Designs

Technique 33: Functional Requirements

Background

Steps

Technique 34: Axiomatic Design

Background

Independence Axiom

Example—Information Axiom

Steps

Resources

Technique 35: Function Structure

Steps

Resource

Technique 36: Morphological Matrix

Steps

Additional Example

Resources

Technique 37: TILMAG

Background

Steps

Technique 38: Work Cell Design

Background

Steps

Resource

Technique 39: Paired Comparison Analysis

Steps

Resource

Technique 40: Pugh Matrix

Steps

Resource

Technique 41: Process Capability

Background

Steps

Technique 42: Robust Design

Steps

Resource

Technique 43: Design Scorecards

Background

Steps

Technique 44: Design Failure Mode and Effects Analysis

Steps

Resource

Technique 45: Mistake Proofing

Mistake Proofing Principles

Steps

Technique 46: Discrete Event Simulation

Steps

Resources

Technique 47: Rapid Prototyping

Background

Steps

Part IV: Demonstrate the Innovation

Technique 48: Prototyping

Steps

Technique 49: Piloting

Steps

Technique 50: SIPOC Map

Steps

Technique 51: Process Map/Value Stream Map

Background

Steps—Future-State Process Map

Steps—Future-State Value Stream Map

Resources

Technique 52: Measurement Systems Analysis

Background

Steps—Attribute MSA

Steps—Variable MSA

Resource

Technique 53: Design of Experiments

Steps

Resource

Technique 54: Conjoint Analysis

Steps

Resource

Technique 55: Process Behavior Charts

Steps

Resources

Technique 56: Cause & Effect Diagram

Steps

Technique 57: Cause & Effect Matrix

Steps

Technique 58: Control Plan

Steps

Acknowledgments

Index

Cover image: © Getty Images

Cover design: Paul McCarthy

This book is printed on acid-free paper.

Copyright © 2009 and 2012 by BMGI. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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ISBN 978-1-118-29810-7 (cloth); ISBN 978-1-118-33522-2 (ebk);

ISBN 978-1-118-33409-6 (ebk); ISBN 978-1-118-33187-3 (ebk)

Downloadable Exhibits

Exhibit 1.3

  Structure of a Job Statement

Exhibit 1.4

  JTBD Prioritization

Exhibit 3.2

  Opportunity Prioritization

Exhibit 7.2

  Problem Statement Prioritization Matrix

Exhibit 8.1

  Nine Windows Architecture

Exhibit 8.2

  Nine Windows Solution Ideas

Exhibit 9.1

  Job Scoping

Exhibit 10.1

  Stakeholder Diagnostic

Exhibit 10.2

  Power and Influence Map

Exhibit 10.3

  Leverage Matrix

Exhibit 12.1

  Innovation Project Charter

Exhibit 13.2

  Initial Assumptions

Exhibit 13.3

  Reverse Income Statement

Exhibit 13.4

  Pro Forma Operations Specs

Exhibit 13.5

  Updated Income Statement

Exhibit 13.6

  Milestones and Assumptions

Exhibit 15.3

  Functional Analysis and Trimming Worksheet

Exhibit 17.2

  Creative Challenge Matrix

Exhibit 18.1

  HIT Matrix

Exhibit 19.1

  SCAMPER Guidelines and Example

Exhibit 20.1

  Brainwriting 6-3-5

Exhibit 21.1

  Imaginary Brainstorming

Exhibit 24.1

  Provocation and Movement

Exhibit 26.3

  Contradiction Matrix Cross Section

Exhibit 31.1

  Idea Sorting—Before

Exhibit 31.2

  Idea Sorting—After

Exhibit 31.3

  Idea Refinement—Operationalize the Idea

Exhibit 31.4

  Idea Refinement—Reinforce the Idea

Exhibit 33.1

  Functional Requirements

Exhibit 36.1

  Morphological Matrix

Exhibit 36.2

  Morphological Matrix Design Concepts

Exhibit 36.3

  Another Morphological Matrix Example

Exhibit 37.1

  TILMAG Matrix

Exhibit 37.2

  TILMAG Design Concepts

Exhibit 40.1

  Pugh Matrix Example

Exhibit 43.1

  Overall Performance Scorecard

Exhibit 43.3

  Overall Component Scorecard

Exhibit 43.4

  Component Scorecard

Exhibit 43.5

  Overall Process Scorecard

Exhibit 43.6

  Process Scorecard

Exhibit 44.1

  Design FMEA

Exhibit 44.2

  Severity of Effect

Exhibit 44.3

  Likelihood of Occurrence

Exhibit 44.4

  Likelihood that Control Will Detect or Prevent Failure

Exhibit 48.1

  Function Audit

Exhibit 49.1

  Pilot Charter

Exhibit 50.2

  SIPOC Map

Exhibit 52.1

  Attribute MSA Worksheet

Exhibit 52.2

  Attribute MSA Results

Exhibit 54.1

  Conjoint Analysis Matrix

Exhibit 54.2

  Conjoint Analysis Ratings

Exhibit 54.3

  Conjoint Analysis Utility Score

Exhibit 56.1

  Common Cause Effect Diagram Categories

Exhibit 57.1

  Cause Effect Matrix

Exhibit 58.1

  Control Plan

Preface

We've updated this book because of you. We've received so many kind words and terrific feedback, and the first edition exceeded most everyone's expectations, that our editor at Wiley asked us to consider writing a second edition. Unlike most books, The Innovator's Toolkit sold more copies in its second year than in its first, and more in its third than either the first or second. Clearly the need for help with innovation is growing.

We didn't have any trouble agreeing to write a second edition because we ourselves learned so much about innovation as we worked with clients. We learned about why innovation is so highly touted in the marketplace yet so rarely achieved. We consulted with and advised the leadership of many companies, divisions, and R&D organizations. We got our hands quite dirty as we trained many individuals and shepherded many teams through the innovation process.

Many along the way weren't shy to tell us what they liked about our book—and what they didn't like. When they told us certain explanations didn't help, we changed them. When they said they needed a better example, we developed one and replaced what we had. Of course we didn't heed every complaint, but we sure listened when people or groups had the same problems or suggestions.

Specifically, this second edition provides:

A new introduction that shows why so many fail at innovation—and how you can succeed.

Several new techniques, and modifications to existing techniques, that better enable initial problem definition and ideation—leading to the population of a risk-mitigated innovation portfolio.

Updated exhibits and examples to make the techniques more readily understandable, useable, and current.

This updated and revised edition of The Innovator's Toolkit simply helps innovation leaders, managers, and specialists do their jobs better than ever—giving them more confidence, reducing the chance of expensive failures, and packing more practical innovation know-how under one cover than we did before.

Please use what's in this book to become the very best innovator you can possibly be. We wish you amazing success!

DAVID SILVERSTEINPHILIP SAMUELNEIL DECARLO

Introduction

Growing an already sizeable company isn't an easy feat, and it's even more difficult to do on a sustainable basis. Two avenues exist: You can grow from the outside through mergers and acquisitions, or you can grow from the inside through organically engineered innovation. The problem is that both approaches tend to fall short of expectations, even when used in combination.

Leaving the problem of M&As to others, we wrote this book to take the mystery out of organic growth. Why is it that only a special few companies seem to have a grip on innovation? We watch a company like Apple in reverence as it releases new product after new product that meets or beats expectations in the marketplace (or at least did for an amazing period of time if this is not true after publication of this book).

Executives in every industry wish they could be more like Apple. Or, they come up with reasons why their companies just aren't and never could be:

“We're not a technology company and don't have the ability to make so many product revisions.”

“Our core technology simply isn't as robust as Apple's, so our opportunities are limited.”

You name it. Sometimes it's easier to make excuses than to admit your company just doesn't get it.

Under Armour is an apparel company, but it's not an apparel company that considers itself like others. That's why it's been pursuing innovation like a tech company. No, that's why it's become relentless about innovation, putting most tech companies to shame and outdoing them at their own game.

CNBC's Jim Cramer said this in a March 2012 television segment: “Tech stocks don't have a monopoly on using innovation to win new business. A lot of what we now consider tech isn't innovative at all. When was the last time Hewlett-Packard invented something new? Can you even remember? I know I can't…The real essence of tech is innovation…. I think we need to cast our net wider to hunt for game-changing inventions in places where you'd least expect them.”

Under Armour invented moisture-wicking compression fit clothes, a new category of apparel that regulates body temperature. But the company didn't stop there. In 2011, it rolled out , which dries five times faster than ordinary cotton and is incredibly soft. Under Armour has a cotton, hooded sweatshirt (called Storm) that is . They've built an ultra-light running shoe that, as of this writing, Morgan Stanley says will take share away from Nike.