MODULE I

INNOVATION AND IDEA GENERATION

Introduction
This module will serve as a learning material for students in Organic Product Development
and Utilization and Current Development, Issues and Challenges in Organic Agriculture. Topics
that will be covered in this module includes introduction to innovation, innovation in the
agricultural context, and tools that can be used for idea generation.
Learning Objectives:
After reading this module, the students are expected to:
1. Define innovation
2. Know the models and tools used in idea generation
3. Produce ideas for products that can be developed
Learning Content
DEFINITION
INNOVATION
Myers and Marquis (1969)
“Innovation is not a single action but a total process of interrelated sub processes. It is not
just the conception of a new idea, nor the invention of a new device, nor the development of a new
market. The process is all these things acting in an integrated fashion.”
Rogers and Shoemaker (1972)
“It matters little, as far as human behavior is concerned, whether or not an idea is
‘objectively’ new as measured by the lapse of time since its first use or discovery… If the idea
seems new and different to the individual, it is an innovation.”
Innovation is the process of innovating novel ideas, concepts, products, or processes. As
described in the definitions above, innovation does not stop with the idea or the concept
development, rather encompasses the whole process of bringing the idea to life.
A simple formula can be used to describe innovation as a process (Trott, 2017):
Innovation = theoretical conception + technical invention + commercial exploitations
In terms of its economic importance, Schumpeter (1934) was one of the first to argue that
new products drive economic growth and impose competition on the existing products’ prices.
Marx, on the other hand, was the first one to suggest the association of innovation and economic
growth. Hence, innovation plays an important role in the economy, not only in the product
development aspect, but also by bringing about employment, generation of income, and as a driver
for development as a whole.
Models for Innovation (Trott, 2017)
1. Serendipity
A rare occurrence wherein serendipity plays a role in the process of innovation. Though
not technically a model, this has been recorded through several advancements such as the
discovery of penicillin, vaccination, x-rays, invention of the microwave, vulcanized rubber,
Velcro, among others. However, prior knowledge of the field is needed for the discovery
to be of significance.
2. Linear models
Innovation is seen as a process consisting of sequential activities. Two linear models have
been developed having different driving forces for innovation. The first one is the
technology push wherein the discovery from research and technology push forward the
innovation by means of finding ways on how to manufacture said products more
efficiently. This model puts a heavy emphasis on the role of research and development in
innovation. The second linear model is the market pull in which the customers’ need drives
the innovation. The role of marketing is highlighted as one of the sources of new ideas
based on the consumer’s feedback while R&D takes on a reactive role in the pr
3. Simultaneous coupling model
This model suggests that the roles of three actors namely the research and development,
manufacturing, and marketing each play an important role for innovation. In contrast with
the linear model, the initial source of the innovation is not strictly identified in this model.
4. Architectural innovation
In essence, architectural innovation refers to the type of innovation that modifies the
product’s architecture without making major changes in its core components. It utilizes
current knowledge and techniques and make modifications that can improve the existing
product.
5. Interactive model
Putting simply, this combines the two linear models namely, technology push and market
pull together, albeit not sequential in nature. The interaction of the market, science base,
and the organization is embedded within the innovation process. Another feature of this
model is the presence of feedback, linking all three key players together.
6. Innovation life cycle and dominant designs
Innovation and competition are two concepts that are interlinked with one another. Major
innovations give rise to competition, driving the process of innovation forward. Continuous
product dominance causes the cycle of continuous innovation.
7. Open innovation and the need to share and exchange knowledge (network models)
 Open innovation highlights the importance of the linkage between firms to be able to
maximize the capabilities and utilization of ideas. In this, the linkage between the
knowledge inputs and collaboration to exploit knowledge inputs is essential.
INNOVATIONS IN ORGANIC AGRICULTURE
Examples of innovations in the field of organic agriculture:
1. Organic vertical gardening
2. Microbial bio-fertilizers
3. Aeroponics
4. Biodegradable mulches
5. Cover crops

IDEA GENERATION
Idea generation is considered to be the beginning of product development and innovation.
It is imperative that the process of generating ideas have a purpose and involves the cooperation
of the stakeholders. Generating as many diverse ideas as possible from the start will prove helpful
in the next steps of product development.
Techniques for Idea Generation (Komninos et al., n.D.)
1. Brainstorming
One of the most used techniques in idea generation as it produces many ideas from the get-
go. It is important to dismiss prejudices during brainstorming sessions as to not hamper the
thought process of those involved. Brainstorming can be done individually or in groups.
Individual brainstorming produces more diverse ideas since only one person is taken into
account during the process. Group brainstorming, on the other hand, produces more in-
depth ideas since all members of the group can contribute to the presented one.
Important things to take note in brainstorming activities:
a. Identify purpose of the brainstorming session
b. One by one, participants are asked to give one idea at a time
c. No discussion of ideas until each member have given their thoughts
d. Record all ideas given out by the participants and make sure everyone can see the list
e. Expand the ideas of the other members
f. Avoid pressuring members to give out ideas and allow skipping of turns
g. Continuously give out ideas even bringing out less obvious ideas to as to not cut off the
flow of the session
h. Clarify each idea and remove redundant ones
i. Do not sort ideas into groups
Several tools can be used in group study sessions as to
 a. Affinity diagrams
Mainly used for sorting ideas in brainstorming activities and finding a common theme
among the idea pool.
Steps:
a. Each individual will write one or more ideas in a note
b. All members will submit their ideas forming an idea pool
c. Each person will combine two ideas that are related to one another. Unrelated
ones will be grouped together.
d. Continuously group the ideas together forming at most 10 groupings
e. Discuss the groupings and put captions/titles for each group
f. Re-arrange ideas if possible
g. Accept new ideas derived from the groupings
b. Osborn’s checklist
Mainly used in brainstorming encouraging generation of novel ideas

Osborn’s Checklist (SCAMPER) (Osborne, 1957).

Other uses? New ways to use as is? Other uses if modified?
Adapt? What else is like this? What other idea does this suggest? Does past offer parallel?
What could I copy? Whom could I emulate?
Modify? New twist? Change meaning, colour, motion, odour, taste, form, shape? Other
changes?
Magnify? What to add? More time? Greater frequency? Stronger? Higher? Larger? Longer?
Thicker? Heavier? Extra value? Plus ingredient? Duplicate? Multiply?
Exaggerate?
Minify? What to subtract? Smaller? Condensed? Miniature? Lower? Shorter? Narrower?
Lighter? Omit? Streamline? Split up? Understate? Less frequent?
Substitute? Who else instead? What else instead? Other ingredient? Other material? Other
process? Other power? Other place? Other approach? Other tone of voice? Other
time?
Rearrange? Interchange components? Other pattern? Other layout? Other sequence? Transpose
cause and effect? Change place? Change schedule? Earlier? Later?
Reverse? Transpose positive and negative? How about opposites? Turn it backward, upside
down, inside out? Reverse roles? Change shoes? Turn tables? Turn other cheek?
Combine? How about a blend, an alloy, an assortment, an ensemble? Combine units?
 c. Multivoting
This type of group brainstorming allows for the group to choose and discard ideas based
on the vote of the group.
Steps in conducting multivoting:
a. Generate list of ideas
b. Group similar ideas together
c. Number each idea
d. Each person chooses 1/3 of the items they prefer
e. Tally votes
f. Remove items based on the criteria below:
Number of people Eliminate items with votes less than
4-5 2
6-10 3
10-15 4
≥15 5

2. Competitive Intelligence
Utilizes public resources in obtaining information on the market as well as on the
competitors. This information, in turn, provide an advantage in conceptualizing new
product ideas. Public resources that can be utilized include government agencies, online
databases, companies, surveys, interviews, site observations, reverse engineering,
competitive benchmarking.
There are 4 main steps involved in the Comparative Advantage Program, which are the
following:
a. System set-up
b. Data collection
c. Data evaluation and analysis
d. Information dissemination and feedback

3. Conjoint Analysis
This tool, which originated in the early 1970s, emphasizes the importance of how
consumers decide on the products they avail aiming to generate new ideas and/or improve
upon existing products. Surveys on consumers will be used as the means of data gathering.
 Steps in conducting Conjoint Analysis:
a. Choose product attributes
b. Designate value for each attribute
c. Define products as a combination of attributes
d. Determine form of presentation of attributes
e. Determine method of response consolidation
f. Determine method of data analysis

4. Delphi Technique
Developed by the Rand Corporation in the late 1960’s, this tool originally started as a
means of forecasting later evolved as a means of gathering information remotely. It is
developed to maximize the group’s creativity and participation while minimizing the
liabilities. In this tool, a coordinator will facilitate the group activities.
Steps:
a. The coordinator will determine the issue and prepare the questionnaire the members
will accomplish to facilitate their individual brainstorming session.
b. The members will complete the questionnaire the submit to the coordinator
accordingly.
c. The coordinator will prepare a follow-up questionnaire gauging the group’s opinions
on the ideas submitted by their peers.
d. The members will give their thoughts on the strengths and weaknesses of each idea,
completing the questionnaire, and the submitting it to the coordinator accordingly.
e. The coordinator will prepare another questionnaire containing the ideas and
information derived from the first two questionnaires.
f. The members will complete the questionnaire, adding on information and
clarifications, and submit it to the coordinator.
g. The process will continue until all ideas, opinions, and clarifications are taken into
account.
h. The group will then vote upon the ideas by means of scoring or ranking them.

5. Morphological Charts
This tool is mainly used in the conception of new product design ideas. It enables the team
to determine alternatives, or a combination of alternatives, in developing new designs.
Steps:
a. List the features of the product in order of significance
b. Enumerate methods in achieving the product features listed
c. Prepare a chart for the design team to better visualize combination of features that can
be incorporated in the new product.
6. Six Thinking Hats
Developed by de Bono, this tool considers the emotional, intuitive, creative, and negative
points of view in idea generation.
a. White hat – based on the available data
b. Red hat – intuition, gut reaction, and emotion
c. Black hat – negative points
d. Yellow hat – positive points
e. Green hat – creativity
f. Blue hat – control

7. Theory of Inventive Problem Solving (TRIZ)

The TRIZ process is a sequential, systematic approach of idea generation developed by
Altshuller. The steps are as follows:
a. Generate new product ideas
b. Formulate the problem
c. Determine pre-existing solutions
d. Determine analogous solutions
e. Adapt into the existing problem at hand
ASSESSMENT NO. 1
1. In your less than 5 sentences, discuss the importance of innovation. (10 points)
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
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_______________________________________________________________________.

2. Choose one model of innovation that you believe applies to developing agricultural
products. (10 points)
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_______________________________________________________________________.

3. In less than 5 sentences, choose one tool of idea generation and discuss its advantages and
disadvantages. (10 points).
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
________________________________________________________________________
_______________________________________________________________________.
 RUBRICS FOR ESSAY WRITING
4 3 2 1
Idea/Content Comprehensive Main idea is There is a Needs
present but is general topic, improvement
Main idea is not clearly but the main
clearly stated supported by idea is not The topic and
and supported the following clearly main idea are
by the following statements. presented. unclear.
statements.
Organization Excellent Clear effort to Minimal to no
organization organize is organization
apparent
Grammar and Excellent Adequate Needs
Punctuation (0-1) (2-3) improvement
(4 or more)
LABORATORY EXERCISE NO. 1
INNOVATION AND IDEA GENERATION
Objectives:
1. To brainstorm ideas for product development as a group.
In this exercise, your group have to develop ideas in developing an organic product. At
least three (3) ideas must be submitted by the group (30 points).

Idea/s Commodity Brief description

1.
2.
3.

RUBRICS FOR THE EXERCISE

10 5
Novelty Ideas are novel Ideas are not novel
Products are not yet existing Products are already in the
in the market market
Apparent modifications to Minimal to non-existent
existing products have been modifications have been
made made
Clarity Excellent Needs improvement
Ideas and description of the Ideas and description of the
products are clear products is not clear
Relevance Relevant in organic farming Not relevant to organic
farming
REFERENCES
Komninos, I., Molossis, D., & Komninos, N. (n.D.). Product life cycle management: A guide to
new product development. INTERREG IIIC.
Myers, S. & Marquis, D.G. (1969). Successful industrial innovations: A study of factors
underlying innovation in selected firms.
Osborn, A.F. (1957). Applied imagination: Principles and procedures of creative problem-solving.
New York.
QuickMBA.com. (n.D.). Conjoint Analysis. Retrieved from
http://www.quickmba.com/marketing/research/conjoint/.
Rogers, E.M.& Shoemaker, F.F. (1971). Communication of innovations: A cross-cultural
approach. New York.
Trott, P. (2017). Innovation management and new product development 6th ed. Pearson Education
Limited. United Kingdom.