Tuesday, April 11, 2006

What Innovation Is - How Companies Develop Operating Systems for Innovation

Innovation isn't difficult because employees don't have good ideas. The world is awash with creativity and technological breakthroughs. Rather, myriad obstacles in the idea-to-cash process limit a company's ability to innovate. Seen as the creator of new value, innovation isn't hit-or-miss, trial-and-error lateral thinking, but a repeatable process. What is innovative about innovation today is the emerging realization that it can be achieved systematically. Only by understanding the true nature of innovation can companies strengthen their operating system for innovation.

For many global organizations, the value in their industry is shifting from perfecting the old, towards inventing the new - in processes, products and services. Today, companies are less certain that reducing development time, production costs, and product price is a sufficient strategy for corporate sustainability. Companies are wondering where the next generation of business value lies. Some are concluding that their operating system for innovation is insufficiently robust. There is growing interest in methods that can provide more reliable innovation outcomes and the realization of more significant innovations. A subtle blend of process and science is required.

You can download a PDF to find out What Innovation Is - and how companies are developing operating systems for innovation.

Do You Have Problems?

Think back to the last time you delighted your senior management team. Was it the result of systematic efforts or can your success be traced back to someone lower down in the organization who unexpectedly solved solving a key problem that was hindering progress? The problems you inherited from your predecessor are the solutions they created to counteract older problems buried deep in the history of your organization. How will you avoid leaving a similar legacy to your successor? If you must now cut further costs from IT budgets and at the same time develop valuable new business processes, there is no way out: problems associated with the existing legacy must be resolved. Can you afford to wait for flashes of genius by individual architects or for ad hoc ideas raised in skunkworks projects? Wouldn’t you prefer to be a more reliable problem solver? Isn’t problem solving your real job?

How do you feel about the problems you own? Do you bury those your team regard as insoluble? Do you believe the issues your organization faces are unique and have no known ideal solution? Do you often rely on compromise solutions rather than resolve real conflicts and so marry diverse requirements? Or are you of the view that, given sufficient time and resources, all problems that present themselves can be resolved? Perhaps you suspect answers lie somewhere ‘out there’ and that all that is necessary is to find the right book or the right consultant walking in through the door? Or would you prefer to use a reliable methodology?

You can download a PDF containing an overview of Modern TRIZ

P-TRIZ in History

The history of BPM is long and rich. It began in the 1920s and was dominated by Frederick Taylor’s theories of management science, empowered by Carl Barth’s machining slide rule technology. In a second wave, industrial processes were manually reengineered and, through a one-time activity, cast in concrete in the bowels of today’s packaged enterprise applications technology. In a third wave of BPM, executable digitized processes are now freed from their castings as engrained software to re-emerge as a flexible new form of process data. An era of process manufacturing has been ushered in. With these new capabilities at hand, attention is turning once again towards process innovation.

Each era of BPM has added new capabilities to the last. For example, BPM systems enable process architects to readily deploy creative new process designs, side-steppingsidestepping time and resource intensive implementation projects of the past that so denuded and distorted reengineering of its creative potential. Now, P-TRIZ is an emerging method that builds on the shoulders of those giants.

P-TRIZ is the application of modern TRIZ towards business process improvement, innovation, and transformation. Coupled to BPM methods, it provides the engineering discipline that amplifies the creativity of those who seek to re-design processes.

P-TRIZ can be considered an application of modern TRIZ. P-TRIZ will add to the body of worldwide TRIZ knowledge, including:

* Specific vocabularies for a consistent modeling of processes using TRIZ
* TRIZ solution patterns that apply specifically to processes
* Bindings between TRIZ modeling constructs and accepted process modeling in languages and notations
* Evolutionary trends observed as processes tend towards Ideality
* Workshop and project practices that facilitate the practical and efficient use of TRIZ in a “commerce time” reengineering context
* A small number of extensions to the standard modern TRIZ notation. The objective is to enrich TRIZ formulation in support of Business Process and Enterprise Architecture Innovation
* Unexpected or unusual process designs may be generated by P-TRIZ

You can download a PDF about P-TRIZ and its position in the field of BPM, which explains how it binds to existing intellectual property, including process models.