Last week I was invited to give a seminar talk at REVA University in Bangalore.
Key slides from my talk below
Key slides from my talk below
My Book on Strategic Decision Making
Applying the Analytic Hierarchy Process
Showing posts with label ALVIS Thinking. Show all posts
Showing posts with label ALVIS Thinking. Show all posts
Monday, March 26, 2018
Sunday, January 01, 2017
Typology of Problems - Problem Formulation Framework
Problem Solving requires problem understanding and problem exploration. We have seen there is general tendency to get into solving - getting to solutions quickly before even understanding the problem.
We describe 4 Types of Problems that we encountered usually in our workshops. Theory of Inventive Problem Solving (TRIZ) describe these as contradictions - some sort of conflicts between various system parameters.
Type A: Wish/Aspiration ~ Administrative Contradiction ~ May be High level Objective setting (Almost ~ Do "Something")
Type B: Unexpected Results/Consequences of an action
Type C: Beyond Optimisation (Technical Contradiction)
Type D: Paradox (physical contradiction)
-----------------------------------------------------
We describe below the basic anatomy of these 4 type of problems and what questions can help you refine these problem statements towards a solution thinking.
This is part of our SOUL-ALVIS-CRAFT framework
Type A: Wish/Aspiration ~ Administrative Contradiction ~ May be High level Objective setting (Almost ~ Do "Something")
Anatomy of Type A problems : (1) We should do X (increase productivity, profit, reliability, etc, decrease attrition, waste, etc)) (2) I want to do X, but have no opportunity or not allowed to do X. (3) We should do X, but do not know how/vague idea of how to do
Question on the problem statement : Why should you do X? What is stopping you to do X?
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Type B: Unexpected Results/Consequences of an action
Anatomy of Type B problems : (1) We did Y expecting X, but it resulted in Z? (2) We did Y to do X, we achieved X partially but we also had Z which is harmful/not expected/not thought through?
Question on the problem statement : Why were you expecting X (X only)? What was missed out when you conceived Y to achieve X? Why Z was not expected? Could something done while doing Y caused Z? Can Y be modified to eliminate that something?
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Type C: Beyond Optimisation
Anatomy of Type C problems : (1) We improve X by doing Y but it worsen/reduce Z which is not desired. (2) We improve X by doing Y but we can not do more Y to improve X as it reduces/worsens Z, so we do Y only to an extent to optimise X and Z.
Question on the problem statement : Could something done while doing Y caused Z to worsen? What is that? Can Y be modified to eliminate that something? Can we find Y-Dash which does X AND doesn’t worsen Z?
---------------------------------------------------------
Type D: Paradox (physical contradiction)
Anatomy of Type D problems : (1) We want X to have P AND we want X to have "Not P". (2) We want X to function as Y AND we want X to function as NOT Y
Question on the problem statement : When do you want P and when not P? Where do you want P and where not P? Under what conditions you want P and under what conditions you want not P?
*****
We describe 4 Types of Problems that we encountered usually in our workshops. Theory of Inventive Problem Solving (TRIZ) describe these as contradictions - some sort of conflicts between various system parameters.
Type A: Wish/Aspiration ~ Administrative Contradiction ~ May be High level Objective setting (Almost ~ Do "Something")
Type B: Unexpected Results/Consequences of an action
Type C: Beyond Optimisation (Technical Contradiction)
Type D: Paradox (physical contradiction)
-----------------------------------------------------
We describe below the basic anatomy of these 4 type of problems and what questions can help you refine these problem statements towards a solution thinking.
This is part of our SOUL-ALVIS-CRAFT framework
Type A: Wish/Aspiration ~ Administrative Contradiction ~ May be High level Objective setting (Almost ~ Do "Something")
Anatomy of Type A problems : (1) We should do X (increase productivity, profit, reliability, etc, decrease attrition, waste, etc)) (2) I want to do X, but have no opportunity or not allowed to do X. (3) We should do X, but do not know how/vague idea of how to do
Question on the problem statement : Why should you do X? What is stopping you to do X?
------------------------------------------------------
Type B: Unexpected Results/Consequences of an action
Anatomy of Type B problems : (1) We did Y expecting X, but it resulted in Z? (2) We did Y to do X, we achieved X partially but we also had Z which is harmful/not expected/not thought through?
Question on the problem statement : Why were you expecting X (X only)? What was missed out when you conceived Y to achieve X? Why Z was not expected? Could something done while doing Y caused Z? Can Y be modified to eliminate that something?
--------------------------------------------------------
Type C: Beyond Optimisation
Anatomy of Type C problems : (1) We improve X by doing Y but it worsen/reduce Z which is not desired. (2) We improve X by doing Y but we can not do more Y to improve X as it reduces/worsens Z, so we do Y only to an extent to optimise X and Z.
Question on the problem statement : Could something done while doing Y caused Z to worsen? What is that? Can Y be modified to eliminate that something? Can we find Y-Dash which does X AND doesn’t worsen Z?
---------------------------------------------------------
Type D: Paradox (physical contradiction)
Anatomy of Type D problems : (1) We want X to have P AND we want X to have "Not P". (2) We want X to function as Y AND we want X to function as NOT Y
Question on the problem statement : When do you want P and when not P? Where do you want P and where not P? Under what conditions you want P and under what conditions you want not P?
*****
Friday, June 10, 2016
5 Paths to Innovation - SOUL-ALVIS-CRAFT
Over the years we have been practicing 5 different routes to
successful creation of change through ideas - which we define as
Innovation. These paths are now structured as 5 Innovation projects
using our SOUL-ALVIS-CRAFT framework. For more on that click here.
The five paths are
1. IMAGINE THE NEXT
YOU MAY KNOW WHERE YOU ARE GOING, BUT YOU MAY NOT KNOW WHERE THE WORLD IS GOING
ALL OF US HAVE THE INERTIA OF EXISTING SYSTEM, WE BUILD CHANGE BY PENETRATING THE INERTIA OF EXISTING SYSTEMS AND PATENTS
YOU ARE CAUGHT IN A WEB- WE SOLVE HARD-TO SOLVE PROBLEMS BY IDENTIFYING AND UNTANGLING THE KNOTS
4. IDENTIFY - CUSTOMER NEED
YOU MAY KNOW WHAT YOU ARE OFFERING; BUT YOU MAY NOT KNOW WHAT YOUR CUSTOMER NEED
YOU MAY KNOW WHAT TECHNOLOGY OFFERS TODAY; BUT YOU MAY NOT KNOW WHAT TECHNOLOGY WILL COME TO YOUR INDUSTRY IN FUTURE
The five paths are
1. IMAGINE THE NEXT
YOU MAY KNOW WHERE YOU ARE GOING, BUT YOU MAY NOT KNOW WHERE THE WORLD IS GOING
- We write scenarios for you. Globalization, Innovation, Complexity—all of these may be a threat or an opportunity in your industry or for you. The only way to find out is to know. In this project we imagine a Future that you should be creating!
ALL OF US HAVE THE INERTIA OF EXISTING SYSTEM, WE BUILD CHANGE BY PENETRATING THE INERTIA OF EXISTING SYSTEMS AND PATENTS
- In this project we invent the next by analyzing solutions, inventions and Patents in your field and building on them.
YOU ARE CAUGHT IN A WEB- WE SOLVE HARD-TO SOLVE PROBLEMS BY IDENTIFYING AND UNTANGLING THE KNOTS
- We Identify and Solve inventive problems by identifying system conflicts and resolving them by inventive principles and laws of system evolution.
4. IDENTIFY - CUSTOMER NEED
YOU MAY KNOW WHAT YOU ARE OFFERING; BUT YOU MAY NOT KNOW WHAT YOUR CUSTOMER NEED
- We use our Customer Value Framework to provide you and your company a deeper insight into what the customer need and what you should offer. and then work towards fulfilling the need.
YOU MAY KNOW WHAT TECHNOLOGY OFFERS TODAY; BUT YOU MAY NOT KNOW WHAT TECHNOLOGY WILL COME TO YOUR INDUSTRY IN FUTURE
- Our invention strength assessment create specific technology foresight for you and your industry based on technology trends and scientific foresight methods.
Sunday, January 17, 2016
Innovation System - "How to" in 9 Slides!
On Linkedin I posted Crafitti's 9 Slides on Setting up an "Innovation System"
The 9 Slides are
The 9 Slides are
1. INNOVATION IS A HUGE CHALLENGE !
2. CHALLENGE - INNOVATION SUCCESS ANXIETY
3. CHALLENGE - PSYCHOLOGICAL INERTIA OF CORE COMPETENCE
4. NEEDED - A SYSTEM OF INNOVATION
5. "TRIAL AND ERROR" "ARCHIMEDES BATH TUB" "EDISON'S NEEDLE IN THE HAYSTACK" - will not work!
6. THE SYSTEM OF INNOVATION - AT ALL LEVELS
7. AN INTEGRATED THINKING APPROACH - BEYOND ANALYSIS
8. SOUL-ALVIS-CRAFT IS THE FRAMEWORK FOR INNOVATION SYSTEM
9. BLUEPRINT FOR AN INNOVATION ENTERPRISE
You can access the 9 Slides at the Link 9-SLIDES TO INNOVATION SYSTEM
Sunday, January 03, 2016
ALVIS for Innovation and Decision Making Talk at Dr Reddy's Labs
(**** Talk at DRL Science Day 07 January 2016, Hyderabad ****)
ALVIS for Innovation
and Decision Making
Navneet Bhushan
Abstract
In broad
terms, we define innovation as successful creation of change through ideas. We
propose that most innovation attempts fail because we overemphasise success
from the very beginning of the process. Further two main challenges of
innovation are identified as generating strong ideas and making strong choices.
What makes an idea and a choice “strong” is an integrative thinking involving
three dormant dimensions which we identify as value, inventive, and systems
thinking. Our overemphasis on analytical and logical thinking orients our
collective mindset towards a particular emphasis on quick and first perceived
successful idea or choice. We propose in this task an integrative thinking
framework that incorporates value, inventive and systems thinking along with
analytical and logical thinking into the Analytical,
Logical, Value, Inventive and Systems thinking (ALVIS) dimensions.
Further, we explain the innovation crafting process involving SOUL-ALVIS-CRAFT
as an integrated framework for making innovative organizations. Further we describe in comprehensive detail
how to be an innovation co-crafter using ALVIS thinking.
o
An Innovation Co-Crafter
is a Simpleton, Scientist and Saint
- who starts along with people in a system (experienced domain experts) to
reach to the SOUL of the system. He starts every time as a simpleton - then he
becomes a scientist and finally achieves sainthood - reaching and delivering a
wisdom of the system to effect change that is needed - making the system as
close to Ideal as is possible. In this journey - he creates systemic change along
with people in the system.
o
Every time the co-crafter
starts as a simpleton who has multiple lenses to view reality and many
times creates new lenses to look at reality - during these adventures in
wonderland he behaves like a scientist – experimenting, exploring,
understanding through the steps of SOUL - See, Observe, Understand and Live -
after the simpleton has reached to the SOUL of the system, he starts the change
process needed - a change that impacts all around him. Slowly the wisdom gleaned from this becomes
the new change that the system needs and experts start developing their
expertise in the new change!
o
A co-crafter is a
simpleton who becomes a scientist and then achieves sainthood by working with a
system and the people in the system to make the system as close to an ideal system as
is possible - He has to be humble, has to accept that he doesn’t know and
actually need to reach the SOUL of the system by learning to See, Observe,
Understand and Live (SOUL) the system. Achieving
Sainthood from being a simpleton every time is a learning process!
o
A
co-crafter takes the organization that he works with to the Simplicity on the other side of
complexity - one has
to go through complexity. This side of simplicity will keep us simpletons - I
hope you can connect with being Simpleton at this side of complexity - being a Saint is on other side
of complexity and exploring complexity is being a
scientist!
o
The
co-crafter takes the system through a journey of simplicity from this side of
complexity to the other side of complexity, breaking and many times shattering
the mountains of complexity!
Learning is the Key
·
Complex Learning Happens in an
environment of High
Challenge Low Threat through Immersion
in multiple authentic experiences
and then active processing of these
experiences to glean meaning–The Innovation co-crafter focuses on
the above three for all “creative
learners”
·
What is needed is an approach
that is less control more creation, less management more on-its-own,
less of post-facto data analysis, more of
empiricism and experimentation - less of hierarchies more of networks, less
of pyramidal thinking more of all-inclusive thinking. We have to wake up to the fact that
world is self-organizing!
·
Three Key Questions?
o
Understanding the world around you
§ Discover yourself and your
business – Make your model of the world – articulate that model
§ Key Techniques/Methodologies
·
TRIZ - Inventive Thinking
·
Scenario Planning/Crisis
Gaming/Seminar Gaming
·
The Scientific Method
·
The Science of Networks/Social
Networks
·
Theory of Evolution
o
Understanding your customers and markets
§ Describe
and Develop your Business– Identify key opportunities
and problems – Develop possible strategic directions that your business can
take
§ Key
Techniques/Methodologies/Subjects
·
Strategy
·
Intellectual Property Systems
·
Understanding Wealth and
Money
·
Globalization
·
Theories of Innovation
o
Understanding your business
§ Deploy
and Measure your Business – What is working – How you
are making decisions about your business
§ Key
Techniques/Methodologies/Subjects
·
Why and how your Business can
fail?
·
Systems Thinking
·
Digital Disruptions
·
Value, Lean and Quality
Thinking
·
Theories of Decision Making
*****
Key Bullet
Points of the talk
(a) ALVIS
Thinking (Analytical Logical Value Inventive and Systems thinking)
(b) See
Observe Understand and Live (SOUL)
(c) Scenario
Planning with System operators
(d) ALVIS for
new Concept creation
(e) CRAFT
(communicate relate allow follow-up turn-around)
(f)
Designing an innovative organization
(g) How to be
an Innovation Co-Crafter
(h)
Conclusions and Q&A
*****
The agenda for the day
Monday, January 14, 2013
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