SOSA, the leading global innovation platform that connects international organizations to innovative technology, has entered into a strategic partnership with Elron, a top Israeli early stage investment […]
The suggestion from one of our readers (thanks, Erez!) is to use Task Unification on a guitar. His comment suggests that players have trouble keeping their guitars in tune when playing in a band. They need to reduce the time it takes to re-tune between songs. I liked this assignment because I play guitar, and I have a small collection of electric guitars, an acoustic guitar, and a banjo. This will be the first time I have applied a systematic innovation process to invent new guitar concepts. Let's see what happens.
As we await the arrival of Amazon's Kindle 2.0, it is a perfect time to begin innovating their next generation device. Anytime is a good time to innovate, but it is especially meaningful to innovate just as you launch your latest innovation. It tells the world you are serious about creating a sustainable pipeline of new growth opportunities.
This month's LAB uses the Task Unification tool of Systematic Inventive Thinking to create new concepts for the Kindle. The definition of Task Unification is: assigning an additional job to an existing resource. The general idea is to break the current product down into components and then sytematically give each component a new task or activity. This creates an abstract "pre-inventive" form that we then take and discover potential benefits, target markets, and adaptations that would make the innovation very useful and unique. This is what I call "Solution-To-Problem" innovation.
This month's LAB uses the Task Unification tool of Systematic Inventive Thinking to create some new concepts for the Kindle. The definition of Task Unification is: assigning an additional job to an existing resource. The general idea is to break the current product down into components and then sytematically give each component some new task or activity. This creates an abstract "pre-inventive" form that we then take and discover potential benefits, target markets, and adaptations that would make the innovation very useful and unique.
Teaching people how to innovate is rewarding. It empowers them. It unlocks their minds to believe that innovation can happen "on command." People realize there is no excuse for not having enough ideas or being innovative once they have been trained.
This month's LAB features the output of one of my students, Michael Sanders, in my class, "Applied Marketing Innovation." For the final exam, students were assigned a product at random. They had three hours to apply all five templates in the Systematic Inventive Thinking method to come up with true new-to-the-world innovations. They were graded on how correctly they applied each template as well as the novelty of their inventions. Michael's assignment: Garage Door Opener. Here is what he did.
Credit card companies must innovate to overcome the financial and public relations consequences of recent government legislation. The Credit Card Reform Act of 2009 is a "bill to protect consumers, and especially young consumers, from skyrocketing credit card debt, unfair credit card practices, and deceptive credit offers." These changes go into effect in 2010, and they will undoubtedly reduce the financial performance of card issuers.
Placing advertisements on objects such as billboards and taxis is nothing new. But here is a new twist using task unification. It is one of five templates in the corporate innovation method called S.I.T. Task Unification assigns an additional "job" to an existing resource. Here is an example as reported in USA Today:
“We put the ‘no’ in innovation!” The good people at Post Cereal have a new twist on innovation…NOT innovating as a statement of the products ubiquity and staying power. “Some things just weren’t meant to be innovated." How could I resist? It was just too tempting to use systematic innovation on this simple product, especially in light of the perception that it should not be innovated. Though the ad campaign is a spoof, I wonder just how much the people at Post really believe this. What if shredded wheat could be innovated to create new growth potential for this sixty year old product?
Health Care Reform, as the U.S. government sees it, promises lower costs, better access, and improved quality for all. Let's apply a structured innovation method to health care to see if we can achieve some of these goals. For this month's LAB, we will apply Systematic Inventive Thinking to the hospital discharge process.
Embracing social media and the myriad of Web 2.0 tools is more challenging than just setting up a Facebook account or adding a “Follow Me on Twitter” link. A lot of organizations struggle with how to take advantage of the power of Web 2.0. Where do you start? How do you tie these new tools in with your current website? How do you make sure you keep your current constituents happy while moving the organization to a more networked world?
For this month’s LAB, we will use the innovation template called Task Unification, one of five templates of the corporate innovation method called S.I.T.. To use Task Unification, we take a component of a product, service, system, etc, and we assign an additional job to it. For this exercise involving Social Media, here is how it works. Imagine your company has a large base of employees in the field. For example, suppose your company has a large sales force or an extensive network of delivery or service people. Consider the U.S. Postal Service, for example, with an army of postal workers and letter carriers at over 32,000 post offices. A key question for these organizations like the USPS is: how to get more value out of this fixed asset? Let's use Task Unification.
I start by visiting a site that inventories all the social web tools: GO2WEB20.NET. I randomly pick an application from this list. Then I assign the internal field resources to "use" this application to increase revenue/profits for the company. Using our example of the postal service, I create this statement: "Postal delivery staff have the additional 'job' of using XXXX (web application) to increase USPS performance."
The key is to use the non-obvious applications for creating new, innovative services. Here are examples I created using Task Unification: