The Role of Effective Problem Definition in Open Innovation

Wayne Fisher, PhD Innovation Guide

Procter & Gamble (retired) Rockdale Innovation LLC

The  Role  of  Effec,ve  Problem  Defini,on  in  Open  Innova,on  

   

Abstract:  

Two  basic  principles  from  Crea3ve  Problem  Solving  stand  out  in  their  poten3al  for  improving  open  innova3on  effec3veness:  

*    Define  the  Problem,  then  Solve  it  

*    Diverge,  then  Converge  

Effec3ve  Problem  Defini3on  (EPD)  is  inherently  a  divergent  exercise,  and  yet  few  Solu3on  Seekers  do  a  thorough  job  of  exploring  the  hundreds  of  poten3al  problem  statements  before  selec3ng  one  for  distribu3on  to  poten3al  Problem  Solvers.    This  presenta3on  explores  the  most  common  barriers  to  EPD,  and  provides  prac3cal  tools  and  techniques  for  facilita3ng  EPD  prior  to  engaging  Open  Innova3on  partners.        

 

P&G’s Purpose

“We will provide branded products and services of superior quality and value that improve the lives of the world’s consumers...”

“The Consumer is Boss”

What is Innovation?

One Possible Definition

Proactively seeking new problems to solve,

new ways to solve existing problems, and new ways to implement

ideas that build the business

What is Open Innovation?

One Possible Definition

Proactively engaging others while seeking

new problems to solve, new ways to solve

existing problems, and new ways to implement

ideas that build the business

Keys to Innovation Success

Designed to Lead: P&G Brands and P&G People

People Process Place

Example Innovation workshop objectives:

• Develop a 3-5 year product innovation pipeline.

• Design products leveraging a breakthrough technology under development.

• Design affordable products for low income markets.

• Develop claims and demos that clearly communicate the benefits of a new product.

• Develop a proprietary package and packing line that will run at 5x current line speeds

• Eliminate scrap losses following the introduction of a new product form.

• Reduce energy consumption in manufacturing by 50%.

Day 1 Day 2

Session Objective

Project Background

Consumer Interviews

Consumer Storytelling

Problem Definition

Ideation Round 1

Ideation Round 2

Ideation Round 3

Top Ideas

Rapid Prototyping

Consumer Feedback

Action Planning

Typical Product Innovation workshop:

Typical Product Innovation workshop: • 2 day session • 20 participants • 10 consumers (interviewed in pairs) • 200 highly granular problem statements • 5 key themes à 10 top problem statements • 200 ideas à 20 top ideas • Prototyping and Consumer feedback • 5 final concepts à quantitative testing • 90 Day Action Plan

Some Observations •  Very  high  marks  for  workshop  effec3veness  

•  Huge  produc3vity  gains;  “we  accomplished  more  in  2  days  than  the  previous  3  months”  

•  Individuals  can’t  do  Crea3ve  Problem  Solving  on  their  own  problem.  

•  Teams  struggle  the  most  with  Problem  Defini3on  (50%  of  workshop  3me)  

•  Frequent  relooping  on,  “What’s  the  problem  we’re  trying  to  solve?”  

Common Errors in Effective Problem Definition

•  “Holy Grail” problem statements – lack granularity needed for productive Ideation

•  “Leading the Witness” – problem statements that presume one “right answer”

•  Suboptimization – problem statements that only solve part of the larger problem

An Experiment in EPD •  140 Senior Scientists and Engineers (R&D, from all

Business Units and Functions)

•  20 Teams of 7 (Problem Owner and 6 Peers)

•  30 minutes – Peers interview Problem Owner, complete a Why-Why-Why template, and write down as many different ways to define the problem as possible

•  Rules:

•  Problem Owner may not write, only talk

•  Peers may not offer solutions

!"#$%&'%$()"*+,-.$/00)1,23)0$445 66678)"*+,-.9300)1,23)07"):

!"#$!"#$!"#%&'())*+,-.%/0%1%2+,33,-.%245-6

$$$$$$$/0323,-$;8)<-.:$=2,2.:.02>$$$

Ideal Outcome Why?

Why? Why?

Key Barrier

An Experiment in EPD - Results

•  “I’ve gained more new insights into my problem in the last 30 minutes than in the previous 6 months”

•  The increased level of explanatory depth enabled the peers to generate useful Analogies for Ideation (2nd step in the process)

•  The Why-Why-Why exercise was among the most frequent verbatim comments when participants were asked what they found most useful about the weeklong R&D training program

An Experiment in EPD – Hypotheses?

Deep Nested Embossing Issues

•  High fiber cost •  High energy cost •  Reduced papermaking capacity •  High capital cost (embossing rolls)

Why? Why? Why?

High Cost

Why?

Why?

and

and

Why?

Why? Why? Why?

High Cost

Increased basis weight

Embossingdestroys

wet strength

Paper has low plastic

deformation limit

Deep engagement

needed to hold 3D

Higher papermaking

costs

Wet Strength Bonds not Extensible

Richer fiber blend

Increase fiber cost

Why?

Why?

Low Cross Direction Stretch

Cellulose not

extensible

Why?

Embossing over-strains

paper

Why? Why? Why? Why?

Why?

Why?

Why?

Why?

Potential Problem Statements What is the ideal sheet structure for DNE?

How to create more cross-direction stretch?

What emboss pattern / knob design would provide extension required for permanent deformation without damaging the sheet?

How to create more extensible fibers / bonds?

How to delay bond formation until after DNE?

Can we “repair" damage from DNE?

Deployment  Strategy  

Defined Problems

Seek external solutions

Virtual solver communities: • Nine Sigma • Innocentive

Consultants / Universities Researchers in adjacent fields

Seek internal solutions

Deploy the problem internally: -  Cross-Category Resources -  Corporate R&D and Engineering -  Communities of Practice -  Custom problem solving sessions

Engaging Customers and Suppliers in Effective Problem Definition (B2B)

•  PDMA OCI Key Learning – “we understand our customers processes better than they do”

•  Comprehensive Learning Journey® - multifunctional immersion in all phases of Sales, Distribution (Installation), and Service at your Customer’s site

•  Involve Suppliers in EPD process for your and your Customer’s top challenges

Example B2B Innovation workshop objectives:

• Improve productivity of Sales, Distribution, and Service (internal work processes).

• Customize product and service offerings to specific target industries (e.g., Health Care vs. Financial Services).

• Design a supply chain that accommodates both continuous replenishment and seasonal promotions

• Develop a joint long-range development plan with a key supplier to create a sustainable new product pipeline.

Lighthouse vision – how would you operate if you were one company?

Creative Problem Solving Toolbox

•  Tools to successfully navigate the entire CPS process

•  Used as directed, will help maximize team innovation effectiveness

•  Independently vetted and field tested for ease of use, broad applicability, and ability to generate breakthrough ideas

•  References for further investigation

!"#$%&'%$()"*+,-./011)2,34)1$556 77789)"*+,-./411)2,34)18"):

'8$;<<

)93=143>$?41+41@

%8$?,"3$?41+

41@

A8$B9)C-.:

$D.E41434)1

F8$0+.,34)1

G8$H2,-=,34)1

I8$J"34)1$B-,1141@

K8$J"".<

3,1".$?41+

41@

L8$HM."=34)1

!"#$%&'()&*+,+-+#,(.##%/N="".OO$5))*O$54*.$6)--,@. 0P=)3.O MN<..+$D,341@ 05.2.-$)E$J:C434)1 0 M6-,94E>41@$Q.9:O$!0OR0O$S)3# 0 MN3)9>$N<41.$R$013.924.7$T=4+. 0H:<,3U>$V,< 0WU>/WU>/WU> M 0S41.$W41+)7O 0 M MT,<$J1,->O4O M 0?)9".$?4.-+$J1,->O4O$ M 0J"34243>$QU.)9> M 0T9)2.$X4O3)9>$R$6)13.M3$:,<O 0NB;Q 0 M()-./B-,> 0 M MB9)3)3><.$2O8$B)7.9B)413 M?=1"34)1,-$J1,->O4O MY-=.$;".,1 0 MNU)7$V.$3U.$D,3, M

!"#$%&'%$()"*+,-./011)2,34)1$556 77789)"*+,-./411)2,34)18"):

!"#$%&'()*''+,;&$<0=>?<(0@$=941"4A-.B -011)2,34)1$CD$E1,-)FD -GH4.3$>3)9:41F -I9,41$J,-*41F -0+.,-43D -EBBH:A34)1$>:,BK41F -L)9AK)-)F4",-$E1,-DB4B$ -(,1+):$=4"3H9.B -(,A4+$=9)3)3DA41F M - M

./%&'()0+$((&(1)*''+,0:A-.:.13,34)1$013.134)1$ M - M

0::.9B42.$69434",-$=,3K$>"K.+H-.$ -N4BA-,D.+$<K41*41F - M

6)139,"3$6,9+B$!0$1..+$8$8$8$O$0$74--$8$8$8$# M -5.,9141F$=-,1$<.:A-,3.B$ M -=)3.134,-$=9)C-.:$E1,-DB4B$ - M

P(QRS$I)-+$>3.AB?P,:.A-,1 -T&$>.")1+$S-.2,3)9$>A.."K -

!"#$%&'%$()"*+,-.$/00)1,23)0$445 66678)"*+,-.9300)1,23)07"):

!"#$!"#$!"#%&'())*+,-.%/0%1%2+,33,-.%245-6

$$$$$$$/0323,-$;8)<-.:$=2,2.:.02>$$$

Ideal Outcome Why?

Why? Why?

Key Barrier

!"#$%&'%$()"*+,-.$/00)1,23)0$445 66678)"*+,-.9300)1,23)07"):

!"#$!"#$!"#%&'())*+,-.%/0%1%2+,33,-.%245-6;<3+.-30.=$>)8$?=.$9$@83)8$2)$A.==3)0B

C$$D,=.+$)0$2E.$6)8*=E)F$)GH."231.I$.08)--$=<GH."2$:,22.8$.JF.82=$!AKL=#$2)$F8.F,8.$,$G83.>$G,"*M8)<0+$F8.=.02,23)0$)>$*.N$O,"2=$2E,2$$$$$G830M$2E.$PFF)82<032N$2)$-3>.$>)8$2E.$6)8*=E)F$F,823"3F,02=7

;<3+.-30.=$>)8$?=.$9$/0$A.==3)0B

C$$Q<830M$O,"2$O30+30MI$AKL=$=E,8.$2E.38$G,"*M8)<0+$F8.=.02,23)0$)0$2E.$PFF)82<032N7

C$$@,823"3F,02=$-3=2.0$>)8$F)2.023,-$@8)G-.:=$2)$G.$=)-1.+$!+31.8M.I$,--$F)302=$)>$13.6$6.-"):.#7$$R-=)$",F2<8.$*0)6-.+M.$M,F=I$)FF)=30M$$$$$F)302=$)>$13.6I$.2"7

C$$5)01.8M.$)0$2E.$2)F$S9T$@8)G-.:=$2E,2$2E.$2.,:$G.-3.1.=$63--$0..+$2)$G.$=)-1.+$30$)8+.8$2)$8.,-3U.$2E.$PFF)82<032N7$$R==3M0$.,"E$@8)G-.:$$$$$2)$,$=:,--.8$=<G2.,:$2)$.JF-)8.$><82E.87

C$$V/0$=<GM8)<F=W$$4RQQL(/X;$?@B$$O)8$.,"E$@8)G-.:I$G83.>-N$+.="83G.$2E.$.JF."2.+$/+.,-$P<2"):.I$)0".$2E.$F8)G-.:$E,=$G..0$=)-1.+7$$$$$$5,F2<8.$,=$,$F)=3231.-N9=2,2.+I$"):F-.2.$=.02.0".7$$

C$$V/0$=<GM8)<F=W$$O)8$.,"E$@8)G-.:I$G8,30=2)8:$2E.$*.N$D,883.8!=#$2E,2$F8.1.02$2E.$/+.,-$P<2"):.$>8):$G.30M$8.,-3U.+$2)+,N7$$5,F2<8.$,=$$$$$0.M,231.-N9=2,2.+I$"):F-.2.$=.02.0".=7$$

C$$V/0$=<GM8)<F=W$$Q(/44/X;$QPYXB$$$O)8$.,"E$D,883.8I$")0+<"2$,$Z<3"*$YEN9YEN9YEN$,0,-N=3=$2)$<0")1.8$F)2.023,-$8))2$",<=.=$>)8$2E.$$$$$@8)G-.:$!,M,30I$+31.8M.02I$,--$F)302=$)>$13.6$6.-"):.#7$$$5,F2<8.$.,"E$F)2.023,-$8))2$",<=.$,=$,$0.M,231.-N9=2,2.+I$"):F-.2.$=.02.0".7$$

C$$V/0$=<GM8)<F=W$$?=30M$,$6E32.$G),8+I$>-3F$"E,82I$)8$@)=29/2$0)2.=$")0=28<"2$,$+8,>2$YEN9YEN9YEN$"E,82$>)8$.,"E$@8)G-.:$2)$8.13.6$632E$$$$$2E.$)2E.8$=<GM8)<F=7$$5,F2<8.$2E.$.==.0".$)>$2E.$")01.8=,23)0$>)8$8.13.6[30F<27$$O8..$>)8:$3=$>30.7$$

C$$VO<--$M8)<FW$$$R=$=<G2.,:=$8.13.6$2E.38$YEN9YEN9YEN$"E,82=I$2E.$8.:,3030M$F,823"3F,02=$-3=2.0$>)8$0.6$@8)G-.:=$2)$G.$=)-1.+7$$RM,30I$$$$$",F2<8.$*0)6-.+M.$M,F=I$)FF)=30M$F)302=$)>$13.6I$.2"7

\)<]--$0)23".$2E,2$2E.$:)8.$N)<$,=*$6ENI$2E.$:)8.$M8,0<-,8$2E.$@8)G-.:$=2,2.:.02=$G."):.7$$/+.,23)0$G.M30=$2)$>-)6$0,2<8,--N7$$L0")<8,M.$F,823"3F,02=$2)$",F2<8.$2E.38$/+.,=$30+313+<,--N$,=$2E.N$.:.8M.$,0+$")0230<.$2E.$F8)".==7

3 Take-aways •  Teams need a Creative Problem Solving

framework with tools for each step of the process.

•  Teams need active facilitation to make the best use of the CPS tools.

•  Effective Problem Definition is a granular mapping of multiple points of view about an Opportunity (not a sentence).