Оглавление
Doug Hall. Driving Eureka!
Acknowledgments
TABLE OF CONTENTS
Introduction
Innovation Engineering
Innovation Engineering Case Study
Pedigree
The Importance of Engaging Everyone in Innovation
How Innovation Engineering Engages Everyone
Quick Backstory on System Thinking
The Factory Represents Just 3% of the Opportunity
What Held Back the Application of System Thinking to Innovation?
The Mission of the Innovation Engineering Movement
Why Call It Innovation Engineering?
An Academic/Industrial Partnership
Systems That ENABLE instead of Control
Common Cause Error = Systemic errors of the system
Why Should You Care?
Whatever Happened to Pride of Work?
Never-Ending Innovation on Innovation
The Organization of this Book
How Could They Know?
What Did You Learn?
You Have Two Choices to Make
1. PROBLEM: Innovation Is No Longer Optional
It’s a Dickens of a Time
It’s Not a Theory—The Pace of Business Has Really Changed
Timed Out
Today Is a Repeat of History
TODAY’S Growth in Our Ability to Exchange Information Is Exponential
HINT: If Your Goal Is to Make Money, Innovation Is the Only Choice
It’s the Best Time to Be in Business!
The Classic Management System Can’t Keep Up with the New Rate of Change
The Five False Innovation Cures
Innovation Requires a Flip of Mindset
What Did You Learn?
2. SOLUTION: Innovation Engineering Pedigree
Definition of a System
Full Stop. Predicting the Future is Really HARD
The Idea for Innovation Engineering Was First Sparked on December 19, 1979
Procter & Gamble Was the Research Lab for the New Way of Thinking
The Creation of an Innovation Guru
Data Drives Success
New Learning Opens New Doors and Lays the Foundation for Innovation Engineering
The Innovation Engineering Curriculum
A New Way of Learning—Cycles to Mastery
Innovation Engineering 1.0, 2.0, 3.0, and 4.0
Changing the World
What Did You Learn?
3. Innovation Agreement
A Major Mistake
A New Beginning
WHAT Is an Innovation?
Our Definition of Innovation
How to Evaluate if Your Innovation Is Meaningfully Unique
The Three Dimensions of Meaningfulness
Meaningfulness Is More Than Skin Deep
Meaningful Uniqueness Creates a Chain Reaction of Positives
Two TYPES of Innovations—Customer Opportunities and Internal Systems
Why Innovation?
Innovation Is the Only Way to Beat the Business Life Cycle
Never-Ending Cycles of Cost Savings and Growth
Three LEVELS of Innovations: Working Smarter Ideas, CORE Projects, and LEAP Projects
What Did You Learn?
4. Innovation System
94% Is the System, 6% Is the Worker
The Power of a Great System
Did You Design Your Innovation System? Or Did It Design Itself?
Bureaucracy—the Easiest Way to Kill Innovation
Bureaucracy Busting—A Four-Step Antidote for Ending Your Suffering
A Story of the Power of Intrinsic Motivation
A Story of the Importance of Knowledge About Variation
A New Leadership Mindset
What Did You Learn?
5. LEARNING MINDSET: The Three Innovation Principles
Education “Best Practice”
Education of Pioneers and Leaders
The Three Principles That Help Make Some of the Unknown Knowable
What Did You Learn?
6. LEARNING MINDSET: Create System
Create, Problem Solve, Re-create
The HARD Way to CREATE = Brain Draining
The SMART Way to CREATE = Stimulus Response
Here’s the Actual Conversation That It Set Off . .
The Classic Way Children and. Most Adults Problem Solve
The More Effective Way to Problem Solve
Another Example of Stimulus Response
You Already Know How to Use Stimuli
Stimulus Mining
Stimulus Mining Depth
Stimulus Mining Breadth
Leveraging Diversity
Stimulus-Sharing Methods
Stock Exercises for Leveraging Diversity
The Two Rules for Great CREATE and ACCELERATOR Sessions
Mind Mapping: The Ultimate Stimulus-Processing Tool
Innovation Is a Journey
Everyone Can CREATE
What Did You Learn?
7. LEARNING MINDSET: Communicate System
Communicate Is the Secret to Being Great at Create and Commercialize
Our Destination: Turning Ideas Into Concepts
Concept Writing Can’t Be Outsourced
Great Innovations Start with a WHOLE Idea, Then You Derive the PARTS
A System for Clearly Defining Innovation Concepts
THE YELLOW CARD: A Framework for Clearly Communicating Innovations
The Yellow Card: Your Idea Translated Into a Simple Story
You Have Your First Yellow Card—Now the Improvement Journey Begins
The Truth and Nothing but the Truth
Math Game Plan: The Gas Pedal for Change
Great Thinkers Are Great Writers
What Did You Learn?
8. LEARNING MINDSET: Commercialize System
Does Your Innovation-Development System Increase or Decrease the Value of Ideas?
The Secret to Growing 28% Versus Declining by 50%
A New Leadership Mindset
“PLAN, DO, STUDY, ACT” Amplifies Learning Efficacy
Four Keys to Success with “PLAN, DO, STUDY, ACT”
How to Organize the PDSA Cycles: The Phase Gate Model of Development
A Phase Gate System That Enables Increased Innovation Speed and Decreases Risk
THINK Before You Begin Development
Step by Step: DEFINE, DISCOVER, DEVELOP, DELIVER
Organizing for Success: Innovation Roles
How the Roles Work When the Organization Is Not Bought In
Never, Ever Compromise on Your Mission
What Did You Learn?
9. Alignment Subsystem
Enabling Organizational Alignment
Alignment Systems Enable You to Be the Leader You Dreamed You Would Be
Alignment: The Rational and Emotional Benefits
The Two Most Important Alignments
Strategy Activation: The Blue Card
BLUE CARD: A System for Activating Vertical “Strategic” Alignment
Blue Cards: Ideal Implementation
The Other Two Alignments
Innovation Alignment: Putting It All Together
Frequently Asked Questions About Alignment
Alignment Is Easy When You. Are Going Out of Business
What Did I Learn from the Brigade Experience?
Closing Thoughts on Alignment
What Did You Learn?
10. Collaboration Cafe Subsystem
Collaboration Leverages the Exponential Power of Diversity
Collaboration Should Be Easy
IE Labs: Collaboration Cafe
The 10 Things We’ve Learned in Our Study and Implementation of Collaboration Systems
What Did You Learn?
11. Merwyn Rapid Research Subsystem
Before We Begin—An Explanation
Why Is Rapid Research Important?
Conservative Companies Invest Time and Energy in Quantitative Research
Five Mind Shifts for Enabling the New Mindset. Toward Rapid Research
What Customers Can and Can’t Tell You in Research
Designing for Faster Speed and Lower Cost
Research Is Our Friend
A Need for Faster and Cheaper Research Led Us to Building Advanced Research Tools
What I Have Learned About Rapid Research
What Did You Learn?
12. Patent ROI Subsystem
What Is a Patent?
Why Do Patents Matter?
To the Patent Owner Goes the Reward
The History of Intellectual Property in the USA
Patent Literacy Exam Overview
Patent Literacy Exam
Answers to the Patent Literacy Exam
The Barrier to Patents Is Ignorance
Patent Growth Is Uneven
What Is Patentable?
The Old World and New World of Patents
What Is Patent ROI?
What I Have Learned About Patents
Quantifying Patents
What Did You Learn?
13. How to Create an Innovation Culture
Four-Step Quick Start
10 Lessons for Changing a Culture
Lesson 1: Understand and Respect Diffusion of Innovations
Lesson 2: Educate Everyone
Lesson 3: UNSHAKABLE Belief Among Just 10% of Employees Ignites Cultural Change
Lessons 4 to 9
Lesson 4: Absolute Conviction
Lesson 5: Work on the Right Things
Lesson 6: Leaders Getting Close to the Work
Lesson 7: Offer Amnesty and Admit Failure
Lesson 8: Don’t Waste Time on “Dippers” and “Oxygen Eaters”
Lesson 9: The One Big Mistake They Made
Lesson 10: Enable Everyone, Everywhere Every Day
Igniting Employee Engagement
Closing Thoughts
Backstory: Who is Dr. W. Edwards Deming?
The Transformation of Japan
Dr. Deming Arrives in Japan
Deming Drawing Key Concept 1: Collaboration
Deming Drawing Key Concept 2: Innovation
Deming Is a Hero in Japan and Ignored in the USA
Why the USA Ignored Dr. Deming after WWII
The Problem in the Western World in the Late 1970s
The CEO Who Brought Deming to US Industry
A TV Producer Introduces Dr. Deming to American Companies
Constancy of Purpose and Innovation
Special Cause Versus Common Cause Errors
Deming’s Relevance and Business Descendants
Deming Today
A Toyota Leader Predicts the Future
The Rest of The Story
Perspective on Japan
Innovation Engineering Is Just a Small Part of Deming’s Teachings
Interview with Kevin Cahill
Doug Hall
A Rookie’s Adventures & Misadventures Traveling in Admiral Peary’s footsteps to the North Pole
Excerpt from Prologue
Excerpt From Chapter 12: Splish Splash
