ALVIS for Innovation and Decision Making

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c r a f t i n g i n n o v a t i o n t o g e t h e rALVIS

For Innovation and Decision Making

[email protected]+91 9902766961

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c r a f t i n g i n n o v a t i o n t o g e t h e r

Congratulations and Thank YOU

May 1, 2023© Crafitti Consulting Private Ltd. 2

Discover, Invent … and then Make in

India

… And we have been saying this for many years now !

Not only Invent – But we need to INVENT STRONG !

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OK! … Fine … But HOW to Invent?

ALVIS for Innovation and Decision Making

(a) Why Innovation Attempts Fail?(b) ALVIS Thinking (Analytical Logical Value Inventive and Systems thinking)(b) See Observe Understand and Live (SOUL)(c) Scenario Planning with System operators (d) ALVIS for new Concept creation(e) CRAFT (communicate relate allow follow-up turn-around) (f) Designing an innovative organization(g) Conclusions and Q&A


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INNOVATION


CREATING SUCCESSFUL CHANGE THROUGH IDEAS (PURPOSEFUL)• Create/Craft -> ~IDEAS/Change with/for a Purpose -> Make it Successful

Why “Innovation Attempts” Fail? ~ We do it the other way• Will it Succeed?• Apply only those solutions that will

succeed• Superimpose the “successful” solution –

Patch work – most of the times the system gets worse!

Success Anxiety = Innovation Stress

Generating “Strong Ideas”• INVENTING

Making “Strong Choices”• DECISION

MAKING

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• One discipline only / Not outside our specialty / Looking for Solutions where we feel comfortable

• Result of life experiences / Cultural Backgrounds

• “This is the way we’ve always done it” syndrome

The main “Innovation Killer” –Psychological Inertia

Main sources of Psychological Inertia:

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Industrial "Success" Curve

0

1

2

3

4

0 1 2 3 4 5 6 7 8

Stage of NPD process

Log

10 o

f Num

ber o

f Ide

as

3000 Raw Ideas (unwritten)

300 Ideas Submitted

125 Small Projects

9 Significant Developments

4 Major Developments

1.7 Launches I Success

Stevens and Burley – Research and Technology Management May 1997.

How many IDEAS are needed?

In 1997 - 3000 Raw Ideas = 1 Successful Product!

TODAY (2016) We need more –many more - ideas? Non-Obvious Ideas!

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How to get NON-OBVIOUS IDEAS – System of Innovation instead of “Trial and Error”

How to Get Non-Obvious Ideas?

•Perseverance, Patience, Burning your hands – sometimes burning yourself as well (Trial and Error, Randomness, Serendipitous, (Archimedes “Eureka” Moments), Edison’s search for “needle in the haystack” – one hay fiber a time !

In 1997 - 3000 Raw Ideas = 1 Successful Product!

TODAY (2016) We need more –many more - ideas? Non-Obvious Ideas!

OR …. Create a System of Innovation

•Systematically search for ways of overcoming barriers – by getting relevant knowledge, getting the mind to relevant psychological state, Exploring systematic “needed” change, Integrative thinking

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Plan-Do-Check-Act (PDCA) – Deming’s

Perseverance, Patience, Burning your hands – sometimes burning yourself as well (Trial and Error, Randomness, Serendipitous, (Archimedes “Eureka” Moments), Edison’s search for “needle in the haystack” – one hay fiber a time !

Analytical Thinking (Divide

complexity into multiple solvable

problems )

Logical Thinking

(Informal and Formal Reasoning)

Existi

ng Tria

l

and Er

ror

Check it

EXPERIMENT

(Try It)

ACT Upon It

PLAN

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9

INVENTION and “Method of INVENTING”

• New and Non-obvious Technical Solution to a Problem (Patent Law)– New (Novel) in the whole world?– Non-obvious (there is an

inventive step)– Technical solution (“techne”,

Greek for "art, skill, cunning of hand“)

– Problem (usually a conflict, contradiction or change)

• Our method of Inventing TRIAL and ERROR

• INEFFICIENT PROCESS• TIME CONSUMING• RANDOM • LEAVING IT TO

SERENDIPITOUS INSIGHT IN THE MIND – ARCHIMEDES EUREKA MOMENTS

• IDEAS COME TO PREPARED MINDS

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An Integrated Approach – ALVIS THINKING

ALVIS

Value Thinking (Minimize Waste – Maximize Value)

Inventive Thinking

(Ideality – Functions – Resources)

Systems Thinking

(Holistic Approach – Exploring Complexity)

May 1, 2023 10

Analytical Thinking (Divide

complexity into multiple solvable

problems )

Logical Thinking

(Informal and Formal Reasoning)

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c r a f t i n g i n n o v a t i o n t o g e t h e rIDEATE

EMPOWER

EXPLORE

CRAFTING NEW

CHOICES

SEE

OBSERVE

UNDERSTAND

LIVE

REACH TO THE SOUL OF THE SYSTEM

ANALYTICAL LOGICAL VALUE

INVENTIVE SYSTEMS

INTEGRATED FIVE DIMENSIONAL THINKING

CRAFT THE CHANGECommunicate

Relate

Allow

Follow-Up

Turn -

Around

Crafitti’s Framework for Innovation

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Value Thinking “Customer Value : The perceived worth of the set of benefits received by a

customer in exchange for the total cost of the offering, taking into consideration available competitive offerings and pricings”

Source: Fundamentals of Customer value – Prof Mohanbir Sawhney Kellog School of Management

A Need to craft a Framework for Defining and

Measuring Customer Value

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Customer Value Framework

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TRIZ – Inventive Problem Solving by Altshuller

Teoriya Resheniya Izobreatatelskikh Zadatch• 1946 Patent Officer in Russian Navy

• Discovered patterns in patents, published paper. Sent to Gulag

• 1954 released, analysed 2,500,000 patents

• Identified what makes a successful patent

• 1956-1985 TRIZ formulated

• Same Problems and Solutions appear repeatedly in different industries (Myth: My field is Unique )

• There are a series of recognizable evolution paths for all technical systems (Myth: Evolution is Completely Random)

• Innovative solutions used theories outside their own area/industry (Myth: Innovation happens through Deeper Knowledge)

• The most powerful solutions uncover and eliminate contradictions (Myth: Optimization is the Focus)

TRIZ itself does not solve problems. Problems are solved by people. TRIZ is a theory for solving problems based on empirical analysis

Inventive Thinking

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15

TRIZ - 5 Levels of Invention

77% of inventions

emanate from a simple

improvement of a system

parameter or slight

modification of the system

Incr

easi

ng

Stre

ngth

Strong Inventions –

Level 3 to Level 5

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16

SYSTEM AND FUNCTION

• System - from fundamental principles point of view – set of elements working together to achieve an

objective or perform a function. – set of elements (Energy-matter organized in space-time) working together

(exchanging energy and information) to achieve an objective or perform a function (Create Change - in Matter, Energy and Information in Space-time).

• When the system is achieved by thought and consciousness we make systems artificial – A TECHNICAL SYSTEM

System

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SYSTEMS EVOLVES TOWARDS IDEALITY

• Altshuller was the first to realize that the direction of progress, or technical evolution, is defined by increasing the ideality level

• An Ideal system does not exist, but all of its functions are fulfilled at the right time and at the right place — without energy, substance, or other resources, and without any ill effects.

Ideality provides an overall starting point for thinking – rather than searching in the current “mess”

Searching for a needle in a Haystack!

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TRIZ LAWS OF SYSTEM EVOLUTIONPaths to IDEALITY

1. Law of Increasing Degree of Ideality - Increasing Ratio -> Benefits/Harm (cost)

2. Law of Non-uniform evolution of subsystems -> Leads to System Conflicts

Trial and Error

• Technical Contradictions

• Physical Contradictions

• Administrative Contradictions

• Inventive Principles • Separation

Principles

3. Law of Transition to a higher Level system -> from simple to more complex

4. Law of Increasing dynamism (flexibility) -> More adaptable to change

5. Law of Transition to micro-level -> Increasing fragmentation

6. Law of Completeness -> Gradual Elimination of Human Component7. Law of Shortening of Energy Flow Path -> Reduction in Energy/Info transformation stages

8. Law of Increasing controllability -> Evolution of controlled interactions of system elements

9. Law of Harmonization of rhythms -> Synchronization of natural frequencies of elements

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Case Study: Patent Analysis and New Concept Generation – using TRIZ

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Mapping the Patent to TRIZ Lines of System Evolution – Finding Further Invention Potential


Invention Potential

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Ideation – using progression on Lines of Evolution


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Mapping US 7271193 to TRIZ - 5 Levels of Inventions


• Is between LEVEL 1 and LEVEL 2 Invention

• How to Make the invention Stronger? – TRY to Find the

Technical Contradictions and unresolved Physical contradiction in the System

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TRIZ found 39 system parameters and 40 Inventive Principles - An Inventive

problem is defined as a contradiction


1 - Weight of moving object2 - Weight of stationary object3 - Length of moving object4 - Length of stationary object5 - Area of moving object6 - Area of stationary object7 - Volume of moving object8 - Volume of stationary object9 - Speed10 - Force11 - Tension, pressure12 - Shape13 - Stability of object14 - Strength15 - Durability of moving object16 - Durability of stationary object17 - Temperature18 - Brightness19 - Energy spent by moving object20 - Energy spent by stationary object21 - Power22 - Waste of energy23 - Waste of substance24 - Loss of information25 - Waste of time26 - Amount of substance27 - Reliability28 - Accuracy of measurement29 - Accuracy of manufacturing30 - Harmful factors acting on object31 - Harmful side effects32 - Manufacturability33 - Convenience of use34 - Repairability35 - Adaptability36 - Complexity of device37 - Complexity of control38 - Level of automation39 - Productivity

21. Skipping22. ‘Blessing in Disguise’23. Feedback24. Intermediary25. Self-Service26. Copying27. Cheap/Short Living28. Mechanics Substitution29. Pneumatics and Hydraulics30. Flexible Shells/Thin Films31. Porous Materials32. Colour Changes33. Homogeneity34. Discarding and Recovering35. Parameter Changes36. Phase Transitions37. Thermal Expansion38. Strong Oxidants39. Inert Atmosphere40. Composite Materials

1. Segmentation 2. Extraction 3. Local Quality 4. Asymmetry 5. Combination 6. Universality 7. ‘Nested Doll’ 8. Counterweight 9. Prior Counter-Action10. Prior Action11. Prior Cushioning12. Equi-potentiality13. ‘The Other Way Round’14. Spheroidality15. Dynamics16. Partial or Excessive Action17. Another Dimension18. Mechanical Vibration19. Periodic Action20. Continuity of Useful Action

Organized as a contradiction matrix

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TRIZ Way of Analyzing a Patent for Finding out Strength and Inventive Principles

The state of art CDK inhibitor development is facing two challenges (subject matter of US 7271193)• improving potency of inhibitor• improving specificity of inhibitor


Key Contradictions in problem stated prior art of US 7271193

1 - Weight of moving object2 - Weight of stationary object3 - Length of moving object4 - Length of stationary object5 - Area of moving object6 - Area of stationary object7 - Volume of moving object8 - Volume of stationary object9 - Speed10 - Force11 - Tension, pressure12 - Shape13 - Stability of object14 - Strength15 - Durability of moving object16 - Durability of stationary object17 - Temperature18 - Brightness19 - Energy spent by moving object20 - Energy spent by stationary object21 - Power22 - Waste of energy23 - Waste of substance24 - Loss of information25 - Waste of time26 - Amount of substance27 - Reliability28 - Accuracy of measurement29 - Accuracy of manufacturing30 - Harmful factors acting on object31 - Harmful side effects32 - Manufacturability33 - Convenience of use34 - Repairability35 - Adaptability36 - Complexity of device37 - Complexity of control38 - Level of automation39 - Productivity

FORCE vs. ACCURACY

Force is the generic definition of the “binding force” or “affinity” between an inhibitor and the enzyme (CDK). It denotes the strength of interactions between the enzyme and inhibitors. Accuracy defines the “specificity” challenges faced during an inhibitor design. The two conflicting parameters can be resolved by applying the “inventive principle”. Application of contradiction matrix results in the following inventive principles as triggers for further improvement-3, 35, 13, and 21.

Other Key Contradictions that can be explored

FORCE vs. HARMFUL EFFECTS AMOUNT OF SUBSTANCE vs. ACCURACY STABILITY OF OBJECTS vs. OBJECT GENERATED HARMFUL EFFECTS

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Inventive Principles as Triggers for Ideation

Inventive Principle (3) Local quality

Change an object's structure from uniform to non-uniform, change an external environment (or external influence) from uniform to non-uniform.- Use a temperature, density, or pressure gradient instead of constant temperature, density or pressure. This can give us the clue as to how to improve the existing inhibitors by employing the density gradient let’s say of charges, during designing the nucleophilic regions in the inhibitors.

Make each part of an object function in conditions most suitable for its operation. Make each part of an object fulfil a different and useful function.- Inhibitor has two parts with one, it should bind strongly to the enzyme via its ATP binding pocket, and the second part is designed so that the chemical groups are able to reach residues outside of the ATP binding sites(1). Another way of looking at it is to design bi-substrate analogue(2).

References (1) The AAPS Journal 2006; 8 (1) Article 25 ;Selectivity and Potency of Cyclin-dependent Kinase Inhibitors; Jayalakshmi Sridhar ,1

Nagaraju Akula, 1 and Nagarajan Pattabiraman.(2) Nature Structural Biology , volume 8 number 1,2001,Mechanism-based design of a protein kinase inhibitor; Keykavous Parang, et

al.


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FINDING AND RESOLVING THE PHYSICAL CONTRADICTION

• The physical contradiction which need to be resolved is inhibitor present and inhibitor absent at the same time.

This physical contradiction can be resolved by ‘separation in space’– Where do I want inhibitor to be present: at the site of cdk4– Where do I want inhibitor to be absent: at the site of cdk2

• Inventive Principles recommended – Segmentation– Taking out– Local quality– Another dimension– Other way round– Curvature– Asymmetry– Nested doll– Flexible shells/thin films– Intermediary – Copying


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Exploring Futures – Crafitti’s Multi-Dimensional Multi-Perspective Methodology – 4 Steps

1. Write MULTIPLE FUTURE SCENARIOS ( PESTEL - Political , Economic, Social, Technological, ecological and legal trends)

2. EXPLORE TECHNOLOGY TRENDS (PATENTS) – EXTRAPOLATE IF POSSIBLE

3. IMAGINE And FORECAST FUTURE POSSIBILITIES (Identify PONs generate conceptual solutions Thought Experiments, Theory of Inventive Problem Solving -TRIZ)

4. PLAY OUT PATENTS TRENDS and TRIZ POSSIBILITIES in FUTURE SCENARIOS and EVALUATE USING Analytic Hierarchy Process (AHP)


Explaining the methodology through a case study presented at a paper at ISFL 2010 conference in Delhi.

Write future scenarios (world in 2025)

PESTEL trends

Technology Trends (Patents)

Conceptualize future

possibilities

Patent landscaping

TRIZ Laws of Evolution

Play Possibilities in Scenarios

AHP

PONs – Problems, Opportunities and

Needs

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Four Future Scenarios – ENERGY OF INDIA Perspective


SCENARIO Shell Scenarios WEC Study WEF Study

Holistic Organized Systemic Empowerment (HOSE)

Blueprints LION Pahale Bharat

Specific Adaptive Modular Enhancement (SAME)

Scramble GIRAFFE Atakata Bharat

Specific Organized Reactive Enhancement (SORE)

Scramble LEOPARD Atakata Bharat

Holistic Organized Modular Engagement (HOME)

Blueprints ELEPHANT Pahale Bharat

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IDEATION PROCESS …• GENERATES 100’s of RAW IDEAS• THESE RAW IDEAS ARE CLUSTERED INTO CONCEPTS

May 1, 2023 29

Number of Ideas required to create a concept on an average is about 7 with the estimated standard deviation to be 7. However, this is after eliminating 30% generic ideas. Also if we generate about 27 ideas on an average we have found we can have a new concept. Also when we combine this information with the 1997 paper – 3000 raw ideas are needed to create a successful product – we need about 100 concepts to create a successful product.

Maximum 27 Raw Ideas will ensure a Concept

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Analytic Hierarchy Process

Similar to Decision Matrix approach but allows a wider range of values in comparison of alternatives

Developed by T.L. Saaty (1980)

Bhushan N. and Rai K., Strategic Decision Making – Applying the Analytic Hierarchy Process, Springer, 2004

Google Scholar359 International Citations of the

book – Defence, Medical, Pharma, Software, Quality,

Manufacturing, Governance

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Analytic Hierarchy Process is a Multi-Criteria Decision Analysis Technique


SCENARIOS Strategy Expert 1 Expert 2 Expert 3Geo

Mean

Relative Value of Strategy

Energy Nets 0.453 0.524 0.476 0.484 0.485Live Energy 0.037 0.050 0.054 0.046 0.046

Multi-Energy 0.234 0.191 0.197 0.207 0.207Drop Energy 0.061 0.051 0.056 0.056 0.056

Modular Energy 0.215 0.185 0.216 0.204 0.205Energy Nets 0.055 0.039 0.053 0.048 0.051Live Energy 0.087 0.346 0.202 0.183 0.193


Modular Energy 0.367 0.199 0.419 0.312 0.330



Modular Energy 0.070 0.345 0.427 0.218 0.247



Modular Energy 0.222 0.197 0.150 0.187 0.190

Holistic Organized Systemic

Empowerment (HOSE)

Specific Adaptive Modular

Enhancement (SAME)

Specific Organized Reactive

Enhancement (SORE)

Holistic Organized Modular Engagement

(HOME)

0.00

0.10

0.20

0.30

0.40

0.50Energy Nets

Live Energy

Multi-Energy Drop Energy

Modular Energy

Holistic Organized Systemic Empowerment (HOSE)

0.00

0.10

0.20

0.30

0.40Energy Nets

Live Energy


Modular Energy

Specific Adaptive Modular Enhancement (SAME)

0.00

0.10

0.20

0.30Energy Nets

Live Energy


Modular Energy

Specific Organized Reactive Enhancement (SORE)

0.000.100.200.300.400.500.60Energy Nets

Live Energy


Modular Energy

Holistic Organized Modular Engagement (HOME)

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Problems Opportunities Needs (PONs)

• NEED– Basic needs (human)– Functional (utility)– Emotional – Aspirations– Desires– Value (arbitrary,

personal, Variable, cultural, range of possibilities)


• OPPORTUNITY– A situation that presents itself

to “move-up” from “fulfilling some need” and/or “gaining better or more value”

– It can be created in a dynamic situation

– It can have timeliness to it (window of opportunity)

– It may have strategic, operational or tactical levels

• PROBLEMS– To meet the Need and Capture opportunities there may be

problems – Routine, Non-Routine, “inventive” problems

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PROBLEM

SOLUTION (S)

Routine problems – All Critical Steps to a solution are known – Standardized/Automate

CRITICAL STEPS – A step is critical if the solver can not solve the problem

without that step

Non-Routine problems – If at least one Critical Step to a solution is unknown –

Inventive Problem – If at least one Critical Step AND the Solution is Unknown–

Problems

What can lead to Inventive Problems

• Complexity of initial solution

• Poorly defined desirable solution

• Hidden search directions

Technical Solution – 3 requirements• Physically possible (as per laws of nature)• Technically possible• Economically Viable - Profitable

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Thinking In Time and Space

TreeSeed

ForestPlain

DNA Fruit

Coal

Timber

Pie


SYSTEM OPERATOR (‘9 Windows’) – Breaking the Psychological Inertia

SUPERSYSTEM

PAST PRESENT FUTURE

SYSTEM

SUBSYSTEM

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35

INVENT STRONG - FRAMEWORK

• Changes in the System Hierarchy – New/alternative operating principles of the system

• Laws of System Evolution– Resolving System

Contradiction (physical contradiction)

– Moving along the laws of system evolution

Paths to IDEALITY – 9 Laws of System Evolution

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INVENT STRONG - FRAMEWORK

• Changes in the System Hierarchy – New/alternative operating principles of the system

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INVENT STRONG CASE STUDY 1

• Fluid Catalytic Cracking of Crude Oil

– Used in an oil refinery for the conversion of crude oils to lighter products like gasoline, diesel, LPG, olefins etc.

– Earlier “function” of “cracking” was performed by pyrolysis– the technical difficulties due to high temperature, catalytic

cracking . • What is the “Inventive Problem”

– function required is to break the strong bonds of large hydrocarbon molecules.

– Typically it is done by heat – increasing the temperature. – Catalysts have been particularly effective to enable

reduction of temperature in cracking.

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PATENT TRENDS INFERENCES

• Patent Search on Inventions in FCC– most of the important sub-systems

such as catalysts, equipment and processes for LPG and light olefin production are in the mature phase of evolution and the new inventions mostly involve only slight modifications in the existing system, such as increasing performance and reliability, therefore not resulting in significant improvement in the ultimate function to be achieved which is, increasing the yield of LPG.

• Key Patents describe inventions – all of the new inventions are at TRIZ

Level 1/Level2– Last two decades NO major invention

that has changed FCC

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SATURATION OF INVENTIVENESS

• Saturation of inventiveness– Inventors have not been looking at changing the operating principle of the

system for hydrocarbon cracking.– From super-system lens we need to ask - achieving the function of

hydrocarbon cracking without FCC and without heating? – Experts/scientists in the field who are deep into FCC, want to increase the

light olefins and LPG production only through FCC as they are trained to do so – typical problem that we call psychological inertia of core competence.

• Invent Strong using Super-system lens– inference from the trends of patent filings – find new ways of cracking the crude oil without increasing the temperature and

without using the catalysts. – This key formulation of the inventive problem led us to search for operating

mechanisms that can break large molecules.

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NEW OPERATING PRINCIPLE

• Search for new operating principle for cracking– TRIZ lens led to US Patent number 8192591 B2,

which describes a new operating principle for cracking that doesn’t require catalysis and in fact can be done at room temperature.

– TRIZ advocates the strong inventions will come from outside the field.

• A new method using radiation beams on the crude for self-sustaining cracking of hydrocarbons.– This is a new “operating principle” to achieve

cracking without using the existing method of cracking.

– It involves breaking the hydrocarbon chains by bombarding the crude with radiation beams.

– This changes the game. – This is closer to a level 4 invention. This should

start a new technology for hydrocarbon cracking.

From the Abstract of US 8192591B2“The present disclosure provides a simple and efficient method for the self-sustaining radiation cracking of hydrocarbons. The method disclosed provides for the deep destructive processing of hydrocarbon chains utilizing hydrocarbon chain decomposition utilizing self-sustaining radiation cracking of hydrocarbon chains under a wide variety of irradiation conditions and temperature ranges (from room temperature to 400.degree. C.).

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Bloating and Digestion of Bovine Cattle

• We looked at a problem of feeding bovine cattle in large controlled cattle farms.

• Food for the cattle is given one time of the day and there is no control on how much each animal eats during the day.

• Feed is more than the capacity of eating/ digesting and there is no time for the cattle to drink water as it keeps on eating continuously.

• Inefficient daily distribution of food ingestion by animals and low amount of water drunk by animals leads to digestive disorders such as acidosis or bloating.

• This can lead to even the death of the cattle.

SYSTEM HIERARCHY

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Mapping the key problems to system Hierarchy

Key Contradiction or System ConflictCattle should be given food but it should eat only that much that they can digest in a specific time period. The problem, however is, that cattle do not have a mechanism to give themselves an indication of fulfilment of the food intake. The physical contradiction can be stated that “Cattle should eat but also not eat”

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Directed Search from problem formulation

• From the definition of the problem, – can the subsystem (feedstock), system (cattle) or the

super-system (delivery of the feeding process) give the cattle an indication of enough food being taken and asking them to stop and also drink water?

– One option is that we include something to the feed that actually gives an indication to cattle that they should take a break from eating.

• Armed with this conceptual solution, we did a patent search, and interestingly, found a patent application US 20100330187A1.

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44


Patent application US 20100330187A1.

Capsicum Food Additive and Uses Thereof– The invention relates to a food additive that

includes, relative to the total weight thereof: about 3.5 wt % of capsicum oleoresin containing 6 wt % of a capsaicine and dihydrocapsaicine mixture; about 5.5 wt % of cinnamaldehyde; about 9.5 wt % of eugenol; the balance up to 100% consisting of hydrogenated vegetable oils.

– The invention also relates to the uses of said additive for improving the daily distribution of food ingestion by animals, for increasing the amount of water drunk by animals, or for preparing a food product intended for the preventive or therapeutic treatment of animal digestive disorders, such as acidosis or bloating.

– This food additive is particularly adapted for ruminants such as bovine cattle.

Impact and Benefits of the Invention on system hierarchy

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“Strong Choices” – Strategic Bubble Chart

May 1, 2023

The Strategic Bubble Chart gives us a plot of all 7 concepts on Novelty-Feasibility Plane. The size of Bubble indicates the relative business potential. The Strategic Bubble Chart gives us a clear direction and road map for each concept.

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5 Possible Paths to INNOVATION Mapped to Crafitti’s IC Projects

1. IMAGINE a future that is not extrapolated from existing history

2. TRANSFORM an existing system in some way

3. SOLVE a problem that is keeping you tied down

4. CUSTOMER NEED - Identify a hidden customer need and fulfill it

5. FORESIGHT - Develop technology, business or customer foresight to move to the next stage

May 1, 2023 46© Crafitti Consulting Private Ltd.

Project TypeTechnological Alternatives Study (TAS) on a patentProblem Solving ProjectsNew Concept Development ProjectForesight Project

Customer Value Project

ITS CUSTOMER FORESIGHT

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THE BLUEPRINT FOR NEW …. Technology Innovation Enterprise

May 1, 2023

FORESIGHT

SYSTEMS, INVENTIONS AND DECISIONS

DELIVERY INNOVATION

TECHNOLOGY

• INVENTIONS AND PATENTS

BUSINESS

• VALUE NETWORK

SYSTEM of SYSTEMS for Algorithmic Solutions to

Problems/ Multi-Objective, Multi-Criteria,

Multi-Expert Network of Decisions

EVOLUTION

• SET-BASED CONCURRENT ENGINEERING

DESIGN

•ANALYTICAL/ LOGICAL/ VALUE/ INVENTIVE/ SYSTEMS THINKING

IMPROVEMENT

• KAIZEN BLITZ

INVENTING INNOVATIVE ENTERPRISE

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May 1, 2023 48

WHO IS AN INNOVATION CO-CRAFTERAn Innovation Co-Crafter is a

Simpleton, Scientist and Saint - who starts along with people in a

system (experienced domain experts) to reach to the SOUL of the

system. He starts every time as a simpleton - then he becomes a

scientist and finally achieves sainthood - reaching and delivering

a wisdom of the system to effect change that is needed - making the

system as close to Ideal as is possible. In this journey - he creates systemic change along with people

in the system.

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May 1, 2023 49

WHO IS AN INNOVATION CO-CRAFTEREvery time the co-crafter starts as a

simpleton who has multiple lenses to view reality and many times creates new lenses to look at reality - during these adventures in wonderland he

behaves like a scientist – experimenting, exploring,

understanding through the steps of SOUL - See, Observe, Understand and Live - after the simpleton has reached to the SOUL of the system, he starts

the change process needed - a change that impacts all around him. Slowly

the wisdom gleaned from these becomes the new change that the system needed and experts start

developing their expertise in the new change!

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May 1, 2023 50

WHO IS AN INNOVATION CO-CRAFTERA co-crafter is a simpleton who becomes a scientist and then achieves sainthood by working with a system and the people in the system to make the system as close to an ideal system

as is possible - He has to be humble, has to accept that he doesn’t know and actually need to reach the SOUL of the system by learning to See, Observe, Understand and Live

(SOUL) the system. Achieving Sainthood from being a simpleton every time is a learning process!

A co-crafter takes the organization that he works with to the Simplicity on the other side of complexity - one has to go

through complexity. This side of simplicity will keep us simpletons - I hope you can connect with being Simpleton as

this side of complexity - being a Saint is on other side of complexity and exploring complexity is being a scientist!

The co-crafter takes the system through a journey of simplicity from this side of complexity to the other side of

complexity, breaking and many times shattering the mountains of complexity!

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KEY FINAL POINTS (in Black and White)

• Innovation Attempts Fail due to Success Stress and Psychological Inertia• Our Approach to Solve Problems has not changed – Trial and Error• We are trained for predominantly Analytical and Logical thinking• Our education system has ignored the holistic integrated thinking – especially

– Value, Inventive and Systems thinking • ALVIS Thinking (Analytical Logical Value Inventive and Systems thinking)• Inventive Thinking – Especially the Theory of Inventive Problem solving (TRIZ)

is the most potent systematic method existing today for inventive solutions• We however, need to Evolve further in the new era of Information and Mind• “Inventing Strong “ is increasingly becoming the major source of long-term

value• Organizations need to become Inventive – there is a un-articulated need for

Innovation Co-Crafters


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Finally – 3 Key Innovation Lessons – From Facebook shares!


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Contents

May 1, 2023

• About Crafitti

CRAFITTI: Your Global Innovation and IP Think Tank

Crafitti offers active collaboration to craft ideas in multiple innovation contexts.

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May 1, 2023© Crafitti Consulting Private Ltd.

Our Clients (Representative list)

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WHAT YOU TOLD US…

May 1, 2023 55

• WE DON’T KNOW WHAT’S NEXT• WE DON’T HAVE IDEAS• WE HAVE LOTS OF IDEAS BUT DON’T KNOW WHAT TO DO

WITH THEM• CAN YOU HELP US INVENT• WE HAVE LOTS OF INVENTIONS BUT WE DON’T KNOW IF

THEY CAN BE PATENTED• WE HAVE PATENTS BUT WE DON’T KNOW HOW STRONG

THEY ARE• WE HAVE PATENTS BUT WE DON’T KNOW THEIR VALUE• WE HAVE PRODUCT BUT WE DON’T KNOW THE MARKET• WE HAVE PRODUCT BUT WE DON’T KNOW TO

COMMUNICATE ITS VALUE• WE DON’T NEED INNOVATION BUT CAN YOU BRING US

CLIENTS

WE SAID WE ALSO DON’T

KNOW

BUT TOGETHER WE CAN FIND

OUT

AND TOGETHER WE CREATED

ANSWERS

Crafting Innovation Together

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Crafitti Consulting Private Limited

May 1, 2023 56

Crafting INNOVATION Together

• We co-craft end-customer value with every mind working with us by– Enabling Emergence of NEW– Maximizing the LIFE of EACH

IDEA– Empowering IDEAS– Making Innovation Happen– Future-proofing by creating

Future insights and forecasts

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Crafitti acts through active collaboration to

craft innovation in multiple contexts.


CRAFITTI: Your Global Innovation ThinkTank

Increasing Innovation Momentum in the Enterprise• A systematic, time-

bound, flexible, initiative to transform the Enterprise into Invention Empowered Enterprise

• Unlike other such initiatives we work closely with each and every mind of the Enterprise based on scientific methods honed through years of practice

• The Enterprise is self-enabled and empowered to adapt to and in fact architect positive change continuously

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Crafitti Consulting: Background

58

• INNOVATION RESEARCH AND CONSULTING in business, science and technology contexts

• Started in June 2008 and was incubated at the NSR Centre for Entrepreneurial Learning at IIM Bangalore

• Crafitti’s frameworks provide potent platforms to innovate in crafting strategies, breakthrough products, new services, technological alternatives, patent portfolios, process design and embedding successful change in organizations.

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Inventive Principle (35) Parameter changes

Change the concentration or consistency. - Once certain amount of inhibitor is used up for binding with cdk4, the formulation should able to release diluents to lessen the inhibitor effect on cdk2.

Change the degree of flexibility. - The chemical substitutions of the inhibitor based on the structural activity relationship are employed to improve potency and specificity. Inhibitor should form strong, and stable bond (may be hydrogen bonds) with cdk4; and inhibitor should form less stable bond with cdk2. The selectivity is largely due to hydrogen-bonded interactions with kinase residues.CDK4 selectivity is displayed due to the electronegative nature of its active site. Therefore, if inhibitor contains positively charged group it binds quickly with the enzyme binding site. At the same time, make the inhibitor flexible so that when cdk2 active site is exposed to inhibitor, conformational change occur weakening its binding interactions with the protein. This can be designed by repelling the inhibitor and amino acid residues at the active site of cdk2 due to same charges (say positive charges), and conformational change occur might weaken the interaction between cdk2 and inhibitor.


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• Inventive Principle (13) The other way roundInvert the action(s) used to solve the problem (e.g. instead of cooling an object, heat it) - instead of competitive inhibition of the kinases make the enzyme-substrate complex un-dissociate able.Make movable parts (or the external environment) fixed, and fixed parts movable. This can be employed while performing chemical substitution of the inhibitors, substituting fixed amino acid/chemical groups with flexible ones and vice a versa

• Inventive Principle (21) SkippingConduct a process, or certain stages (e.g. destructible, harmful or hazardous operations) at high speed. -Improving the rate of association and/or dissociation between enzyme and inhibitors.


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Innovation Crafting (IC) – Five type of Projects

Project Type Description

Technological Alternatives Study (TAS) on a patent

To analyze a given Patent and explore various ways in which the invention described in the patent can be transformed to next levels in its evolution. The methodology of Innovation Crafting helps domain experts generate technological alternatives to a patent. Potentially the new concepts may lead us to new patentable inventions.

Problem Solving Projects

To solve a given technical or business problem identified, refined and explored so as to generate robust concepts and solutions that will provide not only answers to the current issues but also possible future needs related to problem area. Further the solutions/concepts may lead to novel and non-obvious inventions that by definition can be patented. The Innovation Crafting (IC) help domain experts define, explore and solve hard to solve problems.

New Concept Development Project

To develop new concepts in either an unexplored field or starting from the ideal system definition of a system in alternative future scenarios. Innovation Crafting (IC) helps domain experts develop radically new concepts to achieve key functions in multiple contexts, environments and futures.

Technology Foresight Project

To develop and explore the future road maps of key technologies. This IC project, uses, Scenarios, Laws of System Evolution and key patent maps to predict possible future paths a technology may take.

Customer Value Project

To penetrate the value provided to the clients/customers. A comprehensive deeper exploration of needs of the users/clients leading to value innovation . This IC project generally results in blue oceans concepts for the users.


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May 1, 2023 62

Thank You!

Navneet [email protected]

+91 9902766961

Dr. Poongothai [email protected] (based in

Hyderabad) +91 9963055517

Amit Kumar Mishra [email protected]

+91 8050152702

ALVIS– INNOVATION AND DECISIONS IN

GLOBALIZING WORLD

Business

ALVIS for Innovation and Decision Making