Innovation opportunities

There are many ways you can prime the search for innovation opportunities in green product design. Two with a proven track record are described in detail below the life-cycle profile and the eco-innovation compass. 

Medical Plastics 2000 Innovation, Opportunities and Challenges. Conference proceedings. 

Identifying, understanding, and managing interrelated processes as a system contribute to the organization s effectiveness and efficiency in achieving its objectives. (Note that every one of the key drivers listed below embed one or more innovation opportunities )... 

In terms of our research approach, we have followed a proven method Analyze the needs and the requirements, the demonstrated processes, and the methods and systems they try to or have to satisfy, and if you find a gap , you have found an innovation opportunity. Note that when we search for this gap, it will simultaneously appear as a missing process in our CIMpgr model or as an existing process but missing attributes as well as a requirement in our CORA model (component-oriented requirements analysis) model ... 

In terms of statistical methods, our NPPI Tool Library has several statistical analysis tools to capture innovation opportunities at processes that are likely to drift and become out of control or processes that execute with random failure. 

DTI (2001a) White Paper on enterprise, skills and innovation Opportunity for all in a world of change (Cm 5052), February 2001, HMSO, London DTI (2001b) DTI science and innovation strategy , HMSO, London DTI (2003) Innovation report Competing in a global economy , HMSO, London Dyson, J. (1997) Against the Odds, Orion Business Books, London ENDS (1999) ENDS Environment Daily, Friday 26 November... 

The United States has had an explosion of innovation opportunities. This opportunity glut creates a need to explore both the meaning of innovation and the role it plays in letting firms profitably differentiate themselves in the marketplace. 

Assuming that an innovation opportunity can be modeled in some useful and meaningful way, I am interested in exploring how people behave with respect to the economics of and the tradeoffs associated with modeling. My particular emphasis is on innovation behavior, looking not at how people think but at how people behave. Actions speak louder than words. Actual behavior is more eloquent and revealing than rigorous analysis. 

As a result of the above trends, many innovative opportunities for reducing the cost of APIs are put on the back burner awaiting developments which, in those APIs that reach the market place, may bring resurrection. The growth of the market for temozolomide may be just such a case. 

I ine Windows is a technique that helps you examine the innovation opportunity across the dimensions of time (past, current, future) and space (super-system, system, subsystem). For example, suppose you re designing metal utensils that can be used on an airplane to eat, but cannot be used as a weapon. Instead of innovating the utensils themselves, you could focus your efforts on the raw materials that make up the utensils (subsystem), or even on the surrounding environment (super-system). 

The core of Nine Windows is a simple grid consisting of nine boxes, or windows. Filling in the boxes provides eight additional perspectives on the problem you ve identified and helps you decide how and at what level to apply innovation. As such, you should leverage Nine Windows early in your project to better scope the innovation opportunity. 

In the center box, put a brief description or a picture related to the innovation opportunity or JTBD (see Jobs To Be Done, Technique 1). In our example, the distinctive dragon fruit may be the first thing that comes to mind. However, since we want to make the Pitaya plant more tolerant to colder climates, we ll put that in the center box instead of the fruit. 

In addition to enabling you to better scope the innovation opportunity, Nine Windows can be used to generate solution ideas, to determine what resources are available at each level, or to review contradictions inherent in the particular dimensions that could affect the system. 

After filling in the Nine Windows grid, reassess the innovation opportunity to determine if you should focus your efforts at the system, subsystem or super-system level, and in which temporal dimension. 

Use the Job Scoping format (Exhibit 7.1) and write the innovation opportunity or JTBD in the center box. Use the preferred job statement format—an... 

This can be an innovation opportunity, product, service, system, process, or business model. It can be anything you want to change or challenge. For our example, the goal is to create a type of credit that is easy to use but virtually impossible for identity thieves to steal. 

This technique comes in handy when the innovation opportunity is (a) well-defined and (b) contains at least one technical contradiction (see Structured Abstraction, Technique 23) or physical contradiction (see Separation Principles, Technique 24). Unless you re well-versed in the Theory of Inventive Problem Solving (TRIZ), you will need special assistance from an expert to properly apply this technique. Several U.S. and U.K. organizations can help (see resource list at the end of this technique). 

Increase the yield of ideas and concepts by filling in any blanks on the Idea Harvesting matrix. Can you turn a beginning idea into a specific idea Try to do this for all beginning ideas. If you get stuck, flag the idea for later treatment (see steps below). Also consider if you have articulated all the concepts and broad concepts behind the idea. Filling in these blanks may help you view the innovation opportunity from a different perspective, leading to more ideas (Exhibit 28.2). 

When you ve finished Idea Harvesting and Treatment, you should have increased the yield of viable ideas that can become solutions for your innovation opportunity. You can further evaluate these ideas using techniques like Six Thinking Hats (Technique 29) or Pugh Matrix (Technique 36). 

Different models of networked innovation and offer a set of guidelines for companies to identify and prepare for the most promising collaborative innovation opportunities. As they emphasize, success also requires us to rethink the very nature of our relationships with innovation partners - what we need to control and what we... 

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