Saturday, July 14, 2012
Korean Global TRIZCON and 3d ICSI Days 2 & 3
Day 2 of the joint conference of the Korea Global TRIZCON and ICSI started with my keynote address, on the application of TRIZ to business, while the definition of business is changing to include all the impacts of business on society. (See ISO 26000 and "triple bottom line" for some orientation on this.)
Darrell Mann addressed the question "Why do so many innovations fail?" For 8 years he has been giving the classical consultant response "It depends" and now says that we know what it depends ON. His definition of innovation: a commercially successful step change advance (nothing to do with optimization.) Details will be published later this year in a series of 5 books on the 5 levels of innovation and the transitions between those levels. Each skill set is a family of S-curves. Failure of innovation is result of mis-match of the skill levels with the type of innovation needed
1. Problem solving skills -- seeding
2. Persistence skills -- championing
3. Silo-breaking skills -- managing
4. Win-win Stakeholder outcome skills -- strategizing
5. Right question skills --venturing
Darrell tantalized the audience with the parallels between innovation success stories (Apple, Gore, etc.) and the Hero's Journey: Joseph Campbell's study of themes of successful literature. Maybe we'll get parallels from Korean and Chinese literature next year.
I missed the panel discussion on how to increase the popularity of the Korean singing group Ka-Pop, which focused on understanding the needs of the customers, and offered considerable challenge to the mostly industrial audience.
Afternoon. case studies from Samsung, Posco, Hyundai,and Mando. But I can't report here, since they made a special request that the audience not take notes or photos. The good news for the TRIZ community is that TRIZ is being used at multiple levels (technical and business, system and component) and is becoming institutionalized. For example, at Samsung SDI, in 2010-11 there were 158 TRIZ projects: 8% cost reduction, 21% productivity improvement, 28% yield improvement, 41% performance improvment. And for those who are looking at CISR (Continuous Improvement of Social Responsibility) Posco and Mando made extensive reference to their social responsibility actions, and Samsung SDI's work on energy systems to improve/replace batteries will make significant contributions to the pollution/alternate energy aspects of social responsibility for many companies.
About 50 hard-working attendees stayed for dinner, then for Darrell's tutorial, and came back Thursday morning for my tutorial and worked through the afternoon at Sergei's tutorial. The instructors and the students had extensive exchange of ideas and experiences at a wide variety of companies.
Darrell Mann addressed the question "Why do so many innovations fail?" For 8 years he has been giving the classical consultant response "It depends" and now says that we know what it depends ON. His definition of innovation: a commercially successful step change advance (nothing to do with optimization.) Details will be published later this year in a series of 5 books on the 5 levels of innovation and the transitions between those levels. Each skill set is a family of S-curves. Failure of innovation is result of mis-match of the skill levels with the type of innovation needed
1. Problem solving skills -- seeding
2. Persistence skills -- championing
3. Silo-breaking skills -- managing
4. Win-win Stakeholder outcome skills -- strategizing
5. Right question skills --venturing
Darrell tantalized the audience with the parallels between innovation success stories (Apple, Gore, etc.) and the Hero's Journey: Joseph Campbell's study of themes of successful literature. Maybe we'll get parallels from Korean and Chinese literature next year.
I missed the panel discussion on how to increase the popularity of the Korean singing group Ka-Pop, which focused on understanding the needs of the customers, and offered considerable challenge to the mostly industrial audience.
Afternoon. case studies from Samsung, Posco, Hyundai,and Mando. But I can't report here, since they made a special request that the audience not take notes or photos. The good news for the TRIZ community is that TRIZ is being used at multiple levels (technical and business, system and component) and is becoming institutionalized. For example, at Samsung SDI, in 2010-11 there were 158 TRIZ projects: 8% cost reduction, 21% productivity improvement, 28% yield improvement, 41% performance improvment. And for those who are looking at CISR (Continuous Improvement of Social Responsibility) Posco and Mando made extensive reference to their social responsibility actions, and Samsung SDI's work on energy systems to improve/replace batteries will make significant contributions to the pollution/alternate energy aspects of social responsibility for many companies.
About 50 hard-working attendees stayed for dinner, then for Darrell's tutorial, and came back Thursday morning for my tutorial and worked through the afternoon at Sergei's tutorial. The instructors and the students had extensive exchange of ideas and experiences at a wide variety of companies.
