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Saturday, February 21, 2009

Customer Value Framework - Revisit

The Crafitti Thought Ignition Paper Series (Crafitti TIP) started with the Customer Value - The Unknown Fundamental
The paper became an article at Realinnovation Site as Define and Quantify Customer Value - Reveal the Needs

Recently I saw it referred at this Blog in toto

The email from Mr. Sergei Sestnov changes the story referred at the satrt into a PLAY - which is a great play on the initial story!!!!!

Sent: Thursday, December 18, 2008 3:56 AMTo: navneet.bhushan@crafitti.comSubject: roach & ants

Just read your article about customers value of products.
The story about the dying cockroach & ants is very funny and probably has a deeper meaning...

But, anyway, what if you look at the situation at another angle. In the described example ants look "stupid" - they are running all over the place searching for food, while the food is right there, but for some reason they don't get it.
But if you make an assumption - ants are "smart" - then an observer can imagine a different scenario.

"Ants Talk" (Abstract Play)

Ant Soldier: "Boss, my guys see a dying roach, but still alive within 2000 heads away from the hill. Shall we go and get him or shall we wait?"

Ant Captain: "You guys, are young, no experience. This roach can kill a dozen of you easily. Just wait, he won't go anywhere, when he passes away, then we cut him in pieces and drag home - the Queen will be very pleased with her army. But as for now, don't waste time and keep on looking for food, you know today Mama Queen laid 10 000 more eggs - soon new borns will need more food. Come on! Move!"

Roach talking to himself: "Man, that broom was fast, almost killed me. Hope I will be able to turn over and crawl away as far as possible from these little monsters, otherwise they will have a nice party eating "roachburgers".

Curtain down.
Funeral march.
Audience crying & laughing at the same time.


What I am trying to say is that often people see things through the prizm of their assumptions, or previous experience, or some "settings" in their "mind-computer". And then in every situation they will find what they expect to find.

But anyway, I enjoyed reading you article about customer's needs - clearly defining them and then finding solution as close as possible to the Ideal Final Result that's the key point of the whole Inventing Game.


With the best wishes,

Sergei Sestnov
(TRIZ fan since 1992)

*********************** I can only Thank YOU all ******************
And.... Let us pursue Innovation - exploring, experimenting and experiencing continuously!

Tuesday, February 17, 2009

Be Unreasonable

Be Un-Reasonable -

If you want to change the world!

Else Everyone out there will be interested in Changing you - continuously!

Sunday, February 15, 2009

SPIN Chennai Talk - Effective Lean in Software Delivery

Monthly Talk - For The Month Of Feb 2009

Effective Lean Management in Software Delivery

http://www.spinchennai.org/

ABSTRACT

The current global economic challenges which are impacting the Indian Software industry heavily, there has to be ways and means of delivering ?many? with ?little?. Clients are now more demanding and the margins are thinning by the day. Software Process community cannot be left behind in addressing this challenge. Here is a topic that makes much of sense to the software delivery brethren who will know how to provide consistent quality delivery with predictable quality. We have the expert on Lean Management with us this month, where you will hear the overview of how to effectively rollout Lean in an organization.

This session gives a comprehensive exposition of Lean thinking in software delivery. This includes many Lean techniques and methods that the speaker has been experimenting with for solving real life problems in large globally distributed software enterprises. The Lean way of software development and delivery initially looks enticing but proves extremely difficult to inculcate as the organizational DNA. The effectiveness of Lean depends upon how it enables all levels in an organization to continuously focus on end-to-end problem solving. This problem solving approach proves to more effective than a cookie-cutter approach typically followed by many organizations where a pre-defined set of tools only are deployed or used.

The problem-solving Lean management has already proven its mettle in many real life cases in designing new software products or services, improving overall productivity, reducing cycle time, designing relevant solutions needed by customers and minimizing stress on the employees. Some of these cases will be shared in the session. Further the session will provide exposure to some of the known techniques such as Design Structure Matrix (DSM), Analytic Hierarchy Process (AHP), TRIZ, Set-based concurrent engineering (SBCE) and Value Stream Mapping (VSM). Some of the new techniques developed by the speaker, such as System Complexity Estimator (SCE), System Change Impact Model (SCIM), Project Cacophony and Decision Dependency Matrices (DDM?s) will also be exposed


SPEAKER

Navneet Bhushan is the founder director of CRAFITTI CONSULTING (www.crafitti.com) an Innovation Consulting firm focused on imbibing Lean, Inventive and system thinking to co-craft Innovation in global enterprises. Before starting Crafitti he was working with Hexaware Technologies as Vice-President and Head (Innovation). He served as Principal Consultant with Wipro Technologies from November 2004 till July 2007. He was involved in imbibing new methods, methodologies and frameworks in evolving global product development and software development processes and engineering processes with a focus on improving productivity and innovation. He was the CEO of CREAX Information Technologies Pvt Ltd before joining Wipro

He has worked in diverse R&D and commercial organizations such as Philips Innovation, Infosys Technologies Limited and Defence Research & Development Organization (DRDO), Government of India. He has worked for more than 18 years in the fields of Software Development, Management, Research and Patent Analysis. His research interests include globalization, open innovation and complexity. He has been providing advisory and problem solving consultancy to variety of Industries in the decision engineering, Innovation, Intellectual Property and Information Technology landscape. Navneet has authored more than 40 technical research papers in various International and National Journals, Trade Magazines and Conferences. He has been an invited speaker in core technology forums, conferences and seminars and has been a regular contributor in national and international media on technology and business.

DATE

20 Feb 2009 ( Friday )

VENUE SPONSORSHIP

Servion Global Solutions Limited

3rd Floor

L1,Dr VSI Estate

Thiruvanmayur

Chennai 600042

Landmark : Next to National Institute of Fashion Technology (on the right hand side of OMR)

Pl get in touch with Mr.J.Ramakrishnan , Manager – Admin @ 97898 22444 for any queries on the venue

AGENDA

5:45 p.m. to 6:15 p.m. – Registration & Hi Tea

6:15 p.m. to 7:15 p.m. – Talk
7:15 p.m to 7:30 p.m. – Q&A

COST

For SPIN Chennai, Existing Member – Nil. For Non Member - Rs. 50/-
Should this event be oversubscribed, SPIN Chennai members will be given priority.

REGISTRATION

We look forward to your participation in this event and make use of it to the maximum
Pl get in touch with Major Chandra Sekharan @ 98410 14969 for the any queries on registration

R. Chandra Kumar,

President,

SPIN Chennai.

Friday, February 13, 2009

Who is right - Customer or Provider?

Who is RIGHT?

YOUR CUSTOMER IS NEVER RIGHT.

YOU CAN NEVER BE RIGHT.

Well - Neither Your Customer Nor You can be RIGHT - alone!

However - The only way to be RIGHT is when

YOU and YOUR CUSTOMER ARE RIGHT AT THE SAME TIME.


This requires a MIND SET SHIFT - TOWARDS CO-CRAFTING!

The Era of Micro Innovation

After the trends of

MICRO FINANCE

MICRO BLOGGING (Twitter)

........................................
................................................MICRO INNOVATION is the concept to make MACRO INNOVATION HAPPEN ..........................

............................................Is that Lean thinking? Or Kaizen?

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