Transcript Why Innovation Champions Fail And What To Do About It IIR Return on Innovation Conference 12/4/03 Jack Hipple, Innovation-TRIZ Tampa, FL [email protected] www.innovation-triz.com ©2002 JWH Consulting, Inc.

Why Innovation Champions Fail
And What To Do About It
IIR Return on Innovation Conference
12/4/03
Jack Hipple, Innovation-TRIZ
Tampa, FL
[email protected]
www.innovation-triz.com
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS
ARE YOU AN INNOVATION
CHAMPION?
IN WHAT CONTEXT?
HAVE YOU SURVIVED?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
I. WHY IS THIS TOPIC IMPORTANT?
• Corporations are constantly looking for
inventions, acquisitions, collaborations, and
processes which can allow them to grow at a rate
faster than the GDP of the country/world--and
faster than their competitors!
• Many unsuccessful attempts have been made to
sustain internal efforts to support these goals-nearly all have been terminated (sometimes
restarted years later!)
• These efforts have spent HUNDREDS of millions
of dollars!
• Perception that there are untapped ideas within
the organization
• Even perceived “successes” have seen
downsizings eventually
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
WHY IS THIS IMPORTANT?
• Previous leaders of these
programs, for the most part, are in
successful consulting businesses
or start-up companies--major
corporations have lost them-probably forever
• Their clients frequently include
ex-employers!
• Learnings? It seems we are
starting all over again!
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
THE AMI STUDY
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
ASSOCIATION FOR MANAGERS OF INNOVATION
(AMI)
• An informal group of 50 innovators,
most of whom have (had)
responsibility for innovation programs
within large companies, government
agencies, or non-profits
• Meets twice yearly with outside
stimulus speakers and sharing of
experiences
• Active since 1986
• Sponsored by Stan Gryskiewiecz at CCL
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
AN OBSERVATION WAS MADE…..
• A large percentage of corporate
innovation managers had become
consultants or joined start-ups, after
downsizings and early retirements
• These were usually associated with
termination of the function
• With further passage of time, the
percentage rose more, with 15 people
(out of 30-40 active members)
identified
• Note: trend has continued
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
AMI DECIDED TO…..
• Survey and study this phenomenon
• Jack Hipple, Innovation-TRIZ
• David Hardy, Bank of Montreal
• Steve Wilson, Eastman Chemical
• James Michalski, Eastman Chemical
• See if there were any learnings that
could be shared
• Publish if possible
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
Survey Questions
• MBTI, KAI profiles
• Funding mechanism
• Leadership/sponsorship
• Ideation process
• Tools used
• Personal insights
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
RESULTS
• Study completed in late 2000
• Publication complete
• Chemical Innovation, 11/01
• Leaders in Action, 5/02
• Condensed versions on various web sites
• Presentation at World Future Society (7/01), CPSI
meeting (6/02), ACA (7/02),Innovation Network
(9/02), IIR (12/03)
• Input to Harvard Business review article on innovation
• Results can be shared anonymously
• Findings significant
• Additional data is supportive
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
LEARNINGS FROM STUDY
• Significant differences between
“styles” of innovation champions
and “norm” around them
• KAI™ and Myers Briggs Type
Indicator™ analyses can help
assess
• Personal learnings and
experiences--what would be done
differently?
KAI is a registered trademark of M.J. Kirton
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
Myers Briggs Type Indicator is a registered trademark of CPP, Inc.
INSTRUMENTS FOR
ASSESSMENT
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
MYERS-BRIGGS (MBTI™)
• A tool which measures our
“style” of social interaction
and how we analyze external
information
•
•
•
•
•
Extraverted/introverted (E/I)
Sensing/intuition (S/N)
Thinking/feeling (T/F)
Perceiving/judging (P/J)
16 possible combinations
• Ex: ESTJ, INTP
• Not equally likely
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
MBTI is a registered trademark of CPP, Inc.
MBTI™
• 90% of innovation champs were
“N’s”, 70% “NT’s”
• Less than 10% of the population
are “NT’s”
• >80% of corporate senior
managers are “S’, typically ESTJ’s
• This sets up major potential
conflict
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
IMPACT OF MBTI™ DELTAS
• Change always seems bigger
to an “S” than an “N”
• “N’s” are more comfortable
with change in general
• If desired change is not
defined clearly, conflicts will
result
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
EXAMPLES….
• “We need to do different
things in this company…”
• Does this mean get into an
entirely new business, make an
acquisition?
• Does this mean we need to
process existing orders more
efficiently?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
A COMPANY CAN HAVE A CULTURE….
• SJ---Likes stage gates, continuous
improvement teams
• NJ---Likes targeted breakthroughs
• SP---Continuous improvement,
bottoms up
• NP---Internal venturing,
sustaining ideas
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
THE KAI™ INSTRUMENT
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
KAI is a registered trademark of M.J. Kirton
WHAT KAI™ MEASURES
• MBTI™ measures how people
relate to each other
• KAI™ measures how people
relate to problems--their
problem solving style
• Instrument sub-scales
measure originality,
rule/group conformity, and
efficiency
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
THE INSTRUMENT
• A 32 question assessment with a
range of responses
• Range of score, 32-160
(32 questions X (1-5) response
• 15-20 minutes to complete
• Highly validated across many areas
and cultures globally
• Dr. Michael Kirton, Occupational
Research Centre, Hatfield Polytechnic
Institute, England
• Indiana State University, Terre
Haute, IN
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
KAI™ DIFFERENCES
• Managerial “norm” is 95
• Total norm around 90
• Average of innovation champs was
135
• Friction visible with differentials
of 10-15 (at any point)
• Warfare visible with differentials
of 30+
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
KAI™ DISTRIBUTION
5
4.5
4
3.5
3
2.5
2
1.5
1
0.5
0
N
O
R
M
Number
95 +/- 5 105 +/- 115 +/- 125 +/- 135 +/- 145 +/- 155 +/5
5
5
5
5
5
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
IMPACT OF KAI™ DELTAS…..
• Replacing vs. improving
• Reaction to internal vs.
external threats
• Appreciation for detail
• “Right” vs. risk
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
OTHER TOOLS
• Alternative tools for
evaluation
• BCPI™
• 16 Types™
• Gatehouse Alliance
Discovery/Insights™
BCPI is a registered trademark of Gerard Puccio
16 Types is a registered trademark of True Type Testing
Insights is a registered trademark of Andrew Lothian, Insights
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
ACCEPTANCE OF PERSON
AND THEIR IDEAS
DISLIKE
IGNORE
SABOTAGE
ATTITUDE
TOWARD
PERSON
SUPPORT
LIKE
HELP
LOW
Source: Charlie Prather
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
ENCOURAGE
HIGH
NOVELTY OF IDEA
ACCEPTANCE OF IDEA
HIGH
M
O
T
I
V
A
T
I
O
N
LOW
EQUIVOCALITY
BLACK
HOLE
GRAND
SLAM
DEAD IN
THE
WATER
LONG
SHOT
COMMUNICATION
Source: National Center for Mfg
Sciences Study
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
LOW
D
I
S
T
A
N
C
E
HIGH
WHAT’S BEEN TRIED?
• A specially funded “enterprise”, usually under the
umbrella of the R&D organization
• Funding usually (but not always) outside the control of
existing business units and sometimes at the expense
of these existing businesses
• Sometimes combined with other corporate initiatives in
acquisitions or venture capital efforts
• Sometimes minimally funded for support staff only-”can’t fund and can’t say no”---primary responsibility
was encouragement, moral support, and guidance
• Programs sometimes focused around a unique physical
facility
• Leadership of program frequently in the hands of one
key senior leader
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
WHAT WORKED
• Ideas were stimulated and new
businesses were started
• R&D personnel were allowed to explore
outside their normal focus area
• Special meetings, demonstrations,
exercises highlighted the importance of
the activity and demonstrated support
• New tools and techniques were
introduced
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
WHAT DIDN’T WORK
• Ideas, in general, were not integrated with complete
corporate business structure and environment
• New business $ not at the rate desired
• Ignorance of the amount of effort and investment
required to change the corporate climate and/or
business
• Business/commercial involvement after the fact caused
priority conflicts and resentment
• Virtually no involvement of the sales/marketing
organization
• Time horizons and impact poorly estimated
• Narrow and individual sponsorship
• “get the bandit on board the train”----Charlie Prather
• Lack of skill training
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
CONSEQUENCES
• Subtle forms of sabotage
• Corruption of funding process
• Lack of staying power during economic
downturns
• Program “died” with the loss of
sponsor
• Maybe this wasn’t such a good idea
after all
• Uneven skill and tool training produced
uneven results across an organization
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
CONCEPTS PROVED VALID
• People within an organization DO
have new and unique ideas
• There ARE new business
opportunities which will not be
discovered by normal business
visions and processes
• Independent funding mechanisms,
no matter what kind, can
stimulate different activities
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
CONCEPTS PROVED INVALID
• A single location (“creativity
centers”), by itself, within an
organization, can facilitate
broad organizational
innovation
• The R&D function can do it
alone, or in spite of other
functions
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
RECENT BUSINESS TRENDS
• Customer driven vs. technology driven
---the balance has shifted significantly
• Core competencies being used to
identify focus areas and frequently
used as shadow organization structures
• Alliances and strategic partnerships
that are not necessarily permanent
• New problem solving tools
• scientific vs. psychological
• “Business” teams and organizations vs.
functional leadership of activities
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
RECENT PERSONNEL TRENDS
• Dramatic decline in loyalty,
downsizings
• Increased specialization
• “Temporary” assignments and more
rapid turnover
Impact
Capturing and broadening of intellectual
property (not just patents, but “know
how”) much more important AND
difficult
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
TECHNOLOGY ADVANCEMENT VS. TIME
Desired
Advancement
Actual
Time
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
WHAT ELSE HAS CHANGED?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
A DRAMATIC CHANGE….
GENERATING
COST OF
INFORMATION
Source: Jim Palmer,
P&G
DISSEMINATING
TIME
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
COST OF INFORMATION…..
• Generation
• Must be right in the first place
• Must be focused on the right problem
• Problem definition more critical than ever
• Must be protected and provide value
• Dissemination
• Retrieval
• Access
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
LONG TERM BUSINESS TRENDS (NOT CYCLES)
Emergent Action
Creative Network
Rational Action
Charismatic
Leadership
Constrained action
Conservation
CRISIS
CHOICE
Confusion
Entrepreneurial
action
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
Strategic
Management
®Innovation-TRIZ, 2003
Source: Crisis and Renewal,
David Hurst, Harvard Business
School Press, 1995
REGARDLESS OF WHERE
YOU ARE IN THE CYCLE….
Innovation is ALWAYS
NEEDED!
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
HOW SHOULD WE DO IT
RIGHT--IN AN
ORGANIZATIONAL SENSE?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
“Money isn’t
everything…..but it’s right
up there with oxygen”
Rita Davenport,
Entrepreneur
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
FUNCTIONAL INTEGRATION
• All innovation efforts and initiatives
must include or have a mechanism to
trigger inclusion of the commercial and
manufacturing base of the organization
•
•
•
•
Who is going to buy?
How are we going to make?
Do we have the required competencies?
Should we license and/or find a partner?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
IDENTIFICATION AND ASSESSMENT
• These skills are not usually present in
one individual--must be paired up early
• Can be a great mechanism to involve
commercial organization
• Simple skills can be taught and learned
by everyone
• What happens if this actually works as
planned?
• The new monomer example
• The B-2 bomber
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
“Six months in the lab will
save at least an hour in the
library”
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
LONG TERM TREND ASSESSMENTS
• What is affecting your
customer? Their customer?
• What could put both of you
out of business?
• What are the impacts of broad
new trends?
• Lines of evolution from TRIZ
methodology
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
USEFUL TECHNIQUES
• Simulate emergencies, surprises
• Deliberate articulated strategies
• Expansion of core competencies
• Separate thinking from criticism
(Six Hats™ process)
• Corporate crusades
• Meetings and visiting with totally
unrelated people and technologies
™APTT
and
Edward DeBono
©2002
JWH
Consulting,
Inc. and organization
Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
™Six Hats is a registered trademark of Edward
DeBono and APTT
Peter Drucker, 1982
“Innovative companies do not start out with a research
budget. They end with one. They start out by
determining how much innovation is needed for the
business to stay even. They assume that all existing
products, services, and markets are becoming
obsolete--and pretty fast at that. They try to assess
the probable speed of decay of whatever exists, and
then determine the “gap” which innovation has to fill
for the company not to go downhill. They know that
their program must include promises several times the
“innovation gap”, for more than a third of such
promises--if that many-- ever becomes reality. And
then they know how much of an innovation effort--and
how large the innovative budget--they need as the very
minimum”
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
Hamel and Prahalad
“Slimming down the workforce and cutting back on
investment are less intellectually demanding for top
management than discovering ways to grow output on
a static or only slowing growing resource base. Cutting
the buck is easier than expanding the band; thus
organizations prefer the former over the latter.
Managers and operational improvement consultants
must ask themselves just how much of the efficiency
problem they’re working on. If their view of
“efficiency” encompasses only the denominator, if they
don’t have a view of resource leverage that addresses
the numerator, they have no better than half a chance
of achieving and sustaining world class efficiency”
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
Hamel and Prahalad (2)
“Few companies seem to have asked
themselves what is the opportunity cost of
the hundreds of millions--or even billions-- of
dollars that have been written off for reengineering and restructuring. What if all
that “redundant” brain power had been
applied to creating tomorrow’s markets? Far
from being a tribute to senior management’s
steely resolve or far-sightedness, a large
restructuring and re-engineering charge is
simply the penalty that a company must pay
for not having anticipated the future”
…Competing for the Future
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
Desi DeSimone, ex CEO, 3M
“Why did you get into a position
that you had to lay off a bunch
of people? How come you’re
so smart now that you’ve laid
off a bunch of people?”
Fortune, 1985
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
HOW DO YOU KNOW IF IT’S GOING WELL?
• You are getting unsolicited
business plans
• People are making suggestion
as to what might replace your
existing business
• Ideas from strange places and
meetings
• Hiring changes
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
PERSONAL CHALLENGES FOR
INNOVATION CHAMPIONS
•
Recognize that your social style is most likely to be
“N” (intuitive) vs. the “S” (sensing”) which
characterizes over 80% of corporate management
•
You will be very comfortable with vague, broadly
shaped exciting opportunities without necessarily
being specific about sales and profit dollars and timing
•
Those who are funding your effort, as excited as they may
be about new stuff, will quickly want to know who is
going to buy the new stuff, when they will start buying,
what it will compete with, how much the plant will cost,
and when it can start producing
•
As you progress in this role, follow one of the well
established quality rules and know what your customer wants--and frame your “gut feels” into hard data. If you need help
to do this, get it!
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
More challenges……
• Recognize that your “problem solving” style is likely to
be much more unstructured and not obvious to those
around you, especially those in corporate management.
This is your problem to deal with, not theirs
• They are the ones who will have to commit large sums
of money at risk and it is important for you to
recognize this. Our experience in this area is that a gap
of 15-20 in a KAI score is sufficient to cause dissension
in problem solving and communication
• The study of the failed corporate innovation programs
showed that it is likely that the difference between
your KAI profile and that of corporate management
around you is closer to 35-45 points, setting up a
potentially significant communication gap in the area
of technical opportunity definition and the perceived
need for hard data and analysis, group focus, etc.
Again, this is your problem to deal with
•
Clearly explain how your data and information
supports your ideas and conclusions, focus your
meeting and communication processes. Again, if you
need help to do this, find an adaptive KAI person and
gain their insights. Study what these differences imply
and use these differences pro-actively
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
More challenges…
• Be flexible in evaluating possibilities and
options and help those around you do this as
well.
• As opposed to the last generation of
innovation efforts, the large scale of most
significant new business opportunities and
the focus of most large organizations on their
“core competencies” argue for flexible
commercial strategies including in-licensing,
out-licensing, joint ventures, temporary
collaboration, and global manufacturing
options.
• Help those around you see all the possibilities
out there, before large amounts of money are
committed.
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
And still more…
• Use both inside-out and outside-in thinking
and help those around you see the value in
both. Though the days of “here’s what I have
or can make, now go sell it” are long gone, it
is important to have external driving forces
and current customer input balanced by
considering what opportunities exist to
expand the commercial impact of existing
core competencies as well as talking with
potential customers who might replace your
current customers
• There may need to be some tact and
diplomacy needed here, but it is imperative
that these externally generated imperatives
do not come solely from short term product
improvement needs.
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
GOOD LUCK!
Q and A
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
YOUR ACTION PLAN FOR
ORGANIZATIONAL
INNOVATION
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS TO ANSWER
What is the objective of
the organizational
innovation program? State
clearly in relation to the
current organizational or
business objective.
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS TO ANSWER
What is the current climate
inside the organization?
How do you know?
How was it measured?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS TO ANSWER
What is the objective of
the organizational
innovation program? State
clearly in relation to the
current organizational or
business objective.
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS TO ANSWER
What is the current climate
inside the organization?
How do you know?
How was it measured?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS TO ANSWER
What is the potential gap
between the objective of
the organizational
transformation and the
current organizational
climate?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS TO ANSWER
Who is going to lead this
transformation?
What is their “style”?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS TO ANSWER
What is the “style” of the
managers to whom this
activity will report?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS TO ANSWER
How large is the gap
between (4) and (5)?
How do you plan to close
this gap of behavior and
understanding?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS TO ANSWER
How deep is the senior
management support for
this activity?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS TO ANSWER
How will success be
measured?
By whom?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003
QUESTIONS TO ANSWER
What is the time frame for
implementation and impact?
Who decided?
How realistic is it?
©2002 JWH Consulting, Inc. and Innovation-TRIZ Inc.
®Innovation-TRIZ, 2003