The Agenda is now Available for the day
My Book on Strategic Decision Making
Applying the Analytic Hierarchy Process
Showing posts with label My Talk. Show all posts
Showing posts with label My Talk. Show all posts
Wednesday, April 06, 2016
Tuesday, March 29, 2016
Event: TRIZ Trends 2016 - at GE John F. Welch Technology Center, Bangalore, INDIA, Tuesday – April 12, 2016.
Dear All,
Please find attached an
announcement on a one day summit called TRIZ-Trends 2016 at GE John F.
Welch Technology Center, Bangalore, INDIA, Tuesday – April 12, 2016.If you can make it kindly register quickly. Registration is FREE however seats are limited and time is by 31st March.
Kindly register early if you are in Bangalore on that day. KINDLY FORWARD THIS TO YOUR CONTACTS WHO MAY BE INTERESTED.
"Participation & Registration : Participation is open to Engineers, Scientists, Academicians, Researchers and others interested in practicing and applying TRIZ for Innovation in their respective disciplines on a first-come-first-serve basis limited to a maximum of 50 participants. Preference will be given to those who have a background in TRIZ through formal or informal learning / training / certification.
REGISTRATION IS FREE BUT MANDATORY.
To Register please send an email to mt.shyamsunder@ge.com with subject as “TRIZ-TRENDS 2016 Registration” and provide details of Name, Designation, Organization, City, Email ID, Phone and TRIZ relevant certification and experience.
LAST DATE TO REGISTER : March 31, 2016
Wednesday, March 09, 2016
Threat Modeling and Assessment for Low Intensity Conflict
A war, statistically speaking, is a rare event. It is also an
exceedingly costly and disruptive form of interaction between people and
states. A war indicates that level of bilateral relationship between two
states, which exists from the time first mobilization of troops, is called for
against the other side till peace is reached. This view of war implying only active armed conflict however is a restrictive
definition. Here it is assumed that war/conflict is in operation, from the
moment a state decides upon a policy of armed resistance or inclination to
counter an external/ internal threat with military
ramifications, to the time the solution of the active threat is achieved
or it is made dormant. Modern day wars
have been defined at three levels of increasing intensity though not
necessarily increasing complexity and duration (See Fig. 1). At the first level
is the most prevalent form of warfare, i.e., Low Intensity Conflict (LIC). The
LIC is defined as a conflict between irregular forces, mercenaries, revolutionaries,
terrorists, etc., and the regular, conventional armed forces of a nation. The
biggest challenge facing the conventionally armed forces of a nation, which are
trained and equipped for fighting against the conventionally armed forces of
the enemy, is to deal with LIC. The Mid Intensity Conflict (MIC) is the
conventional warfare that is indoctrinated in the regular armed forces of the
world. With the advent of Weapons of Mass Destruction (WMDs), the chances of
High Intensity Conflict (HIC), which is defined as a conflict involving WMDs,
are increasing. As is evident from Fig 1 the probability of occurrence of a LIC
is high and also the duration of such conflicts is more. This is due to the
fact that LIC is a continuous process, which the armed forces all over the
world have found hard to contain. The probability of WMD based HIC is low
compared to LIC/MIC. However, a threat which this spectrum misses out is the
possibility that, WMDs may fall in the hands of irregulars engaged in an LIC.
This will bring the conflict to HIC levels, where the nation fighting the
insurgents or irregulars will suffer. Therefore,
the armed forces of a modern nation need equipment, force structure and
doctrine to deal with threats at all three levels
of intensity. Threat assessment is a major pre-requisite in all three
conflict levels.
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
Wednesday, June 04, 2014
Monday, November 18, 2013
Global IP Convention 2010 - YOUTUBE VIDEO - My Talk on - Transforming Inventors into Innovators
The You Tube Video of My Talk - Inventors into Innovators
The relevant slides can be downloaded from an earlier post
transforming-inventors-into-innovators
Inventors into Innovators - the Keys the R&D organizations are missing out completely
Wednesday, March 07, 2012
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