Systematic Innovation

training module
Working Definition of Innovation

Thinking and acting differently

in a useful and effective way

New Feasible Valuable

Attributes of
Innovative
Ideas
Innovation - “Thinking Outside the Box”

• Connect all dots with no more than 4 lines, in a

single stroke

• The lines cannot cross same dot twice

Inside the Box

We start the thinking process from within. The closer the idea is to your existing world, the easier it will be to
implement it.

creativity
by implementing
Using expert
restraints
know how at
hand

Make
the most of
your existing
Own
resources
your
solution Create
implementable
results

4
Fixedness

What it means to be an expert.

Driving a car is relatively complex.
However, we do it rather well – without too much mental effort.
Our brains have created short cuts to become better and faster at
even the most complex tasks.

We are experts at driving.

If you want to go from A to B, this expertise is excellent news.

If you want to reinvent driving, your brain will want to take the
same short cuts, keeping you from coming up with really new
ideas.

We call these learned thinking patterns fixedness.

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 Fixedness : Examples
Draw three circles!!!

You are an expert at drawing circles, and are most likely to

come up above examples
So, you have a fixedness when it comes to circles…

Your fixedness most likely keeps you from coming up with

something like this:

Every new idea starts

with breaking a
fixedness !! three circles on top of three circles from the three circle encircling
each other side a sphere

6
Where do Innovative ideas come
from?

Source #1: Person Source #2: Process Source #3: Market

Source #4: Patterns

 Systematic Innovation

+200K Inventions Patterns Thinking Tools

The Function Follows Form (FFF) Process

Instead of looking for a need, or an obvious solution to a need, we manipulate the status
quo and systematically screen for hidden benefits.

PROVOK
E

BREAK FIXEDNESS

CREATE
IMPLEMENTABL
E SOLUTIONS

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The Five Patterns of Innovation
What does it work?
It’s no rocket science, it’s simply a systematic approach.
1. FORM 2. FUNCTION

IDEA

Existing Systematic Virtual Benefit Challenge Adaption

Tools Situation s s
Situation

Innovation Constraint Benefit

DNA s foster s
creativity first!

1
1
Too abstract? Here’s an example.

How SIT helped BMW optimize their production process, globally.

1. FORM 2. FUNCTION

IDEA

Existing Systematic Virtual Benefit Challenge Adaption

Tools Situation s s
Situation

BMW’s Remove the The production Benefits are: Parts are not A lego-fit Clips hold the
production robots, now takes lower invest; in the perfect system let’s parts during
step of holding the place without lower position to be workers clip welding – this
welding body parts the parts being maintenance welded the parts process is
parts together. together. held together costs; more together. together. now applied
by robots. space for at BMW
workers to factories world
weld. wide.
Subtraction

The idea in Subtraction is to remove (subtract) a

Subtraction
seemingly essential component from a product and find
usages for the newly created product.

The elimination of core components

rather than an addition of new
systems and functions –

"The path of most

resistance“

Examples:

• Amazon (no book store)

• Dyson vacuum cleaner (no bag)

• IPhones (No buttons)

Subtraction
Excercise
Subtraction

Common pitfalls :

1. Don’t just take out troublesome components (That’s

fine-tuning); Ex. : taking sugar out of soda, caffeine
out of coffee

2. Try taking out the essential component;

3. Avoid immediately replacing the subtracted

component

4. Don’t succumb to cognitive dissonance;

5. Avoid simple unbundling

Division
The idea in Division is to divide the product and/or one or more of its
Division components and then rearrange them to form a new product.

Division can help us overcome Structural Fixedness, since it forces us to

consider different structures, either on the level of the product as a whole or
on the level of an individual component.
The division of a product and/or its
components according to function
or symmetry, thus adding degrees
of freedom.

Examples:
Split AC (control function
separated)

Deferred payment (buy now, pay

later)
Division

Division

Functional Division

The division of a product and/or its

components according to function Physical Division
or symmetry, thus adding degrees
of freedom.

Examples: Preserving Division

Split AC (control function
separated)

Deferred payment (buy now, pay

later)
Division

Common pitfalls :
1. Rearranging divided components in
both space and time.
2. Notice how starting with a component
list if a form of division.
3. Change the “resolution” if you are
having trouble
Multiplication
The idea in Multiplication is to create one or more copies of a product’s component.
Multiplication
Change the copy in some way to create new possibilities and add it to the original.
The two keywords for this tool are:
★ More: add more copies of something that exists in the product
★ Different: change those copies according to some parameter.

A multiplication (or addition) of

elements already existing in the
product along with a required
adjustment – a qualitative
change.

Examples:
Razor (3 blades)

Double-glass window (several

layers of glass with a different
function each)
Task Unification

Task Unification The idea in Task Unification is to assign a new task to an existing
resource. Using Task Unification is a great way to overcome functional
fixedness.

Cultures that are poor in resources are likely to adopt the Task
The assignment of new tasks to Unification mind-set.
an existing resource (i.e. any
element of the product or its
vicinity within the manufacturer’s
control).

Examples:
‘Playpump“ (children drive
water pump by playing)

MacGyver (uses available

resources to build something
new)
Task Unification
Task Unification
The assignment of new tasks to
an existing resource (i.e. any
element of the product or its
vicinity within the manufacturer’s
control).
Examples:
‘Playpump“ (children drive
water pump by playing)
MacGyver (uses available
resources to build something
new)
The process of Task Unification :
1. Listing of all internal and external components as well as objects typically found during
use in the vicinity of the new product.
2. Task unification now provides two application options :
a) Internal-Internal : An internal component takes on the function of another
internal component
b) Internal-External : An internal component takes the function of an external
components
3. Visualisation of the resulting virtual situation.
4. Identification of potential advantages, markets and added values.
5. Modelling of possible implementation challenges and initial suggestions for solutions to
these challenges.
6. Is the newly developed product viable? Make modification as necessary to be able to
realize the benefits, taking into account the identified challenges.
7. Detailed description of the results.
 Attribute Dependency
The process :
Attribute
Dependency 1. Listing of a product’s internal and external variables. In this case external variables are those which
cannot be controlled, but can be incorporated in the system.
2. Creation of matrix in which the internal variables appear on the horizontal and vertical axis and the
external variables on the vertical axis.

The creation/removal or 3. Selection of a variable pair and identification of possible existing or non-existing dependencies between
symmetries or dependencies
the variables.
between existing product
properties (e.g. color 4. If no dependencies are determined, conception creation of a new dependency. If a dependency already
changes with temperature,
etc.). exists, then dissolution of this dependency.
5. Visualisation of the resulting virtual situation.
Examples:
CK One (Different gender, 6. Identification of potential benefits, markets and added values.
same perfume)
7. Modelling of possible implementation challenges and initial suggestions for solutions to these challenges.
Cornering headlights on a
8. Is the newly developed product viable? Make modifications as necessary to be able to realise the
car (Direction of headlight
depends on steering) benefits, taking in to account the identifies challenges
9. Detailed description of the results
Success Factors

◦ Build a competency in methods of innovation.

◦ Embed methods into existing, well-established processes and frameworks.
◦ Carefully construct “innovation dream teams” that are diverse and committed.
◦ Be “open” to ideas from outside sources to make non-obvious connections to your projects.
◦ “Make a little, sell a little, learn a lot” from the wisdom of crowds.
The Five Patterns of Innovation (Derived from research, applicable
anywhere.)

Subtraction Multiplication Division Attribute Task Unification

Dependency

The elimination of core A multiplication (or The division of a The creation/removal The assignment of new
components rather than addition) of elements product and/or its or symmetries or tasks to an existing
an addition of new already existing in the components according dependencies between resource (i.e. any
systems and functions – product along with a to function or existing product element of the product
„The path of most required adjustment – a symmetry, thus adding properties (e.g. color or its vicinity within the
resistance“. qualitative change. degrees of freedom. changes with manufacturer’s
temperature, etc.). control).

Examples: Examples: Examples: Examples: Examples:

amazon Razor TV remote CK One „Playpump“ (children
(no book store) (3 blades) (control function (different gender, drive water
separated) same perfume) pump by playing)
Dyson vacuum cleaner Double-glass window
(no bag) (several layers of glass Deferred payment Cornering MacGyver (uses
with a different (buy now, pay later) headlights on a car available
Iphones (No buttons) function each) (dir. of headlight resources to build 2
something new) 7
depends on steering)