TRIZ a 8 ‘Systematic Innovation in Business & Management #25: self-service 4 ins : oe on short-living ObIEt #28: Mechanics substitution — #29; Pneumatics and hydraulics #30: Flexible shells and thin films #31: Porous materials #32; Color changes : #33: Homogeneity (Uniformity) #34: Discarding and recovering #35; Parameter changes #36: Phase transitions #37; Thermal expansion #38: Strong oxidants oxidation) #39: Inert atmosphere (Calmed atmosphere) #40; Composite materials (Cheap disposables) (Enriched _ atmosphere/Accelerated The Inventive Principles are illustrated below with examples (in italics) related to business and management. These examples are extracted from various business and management books (Burgelman, 2002; Covey, 2004; Krames, 2008; Krouzes & Posner, 1987; Lencioni, 2002; Mann, 2004; Senge et al., 1994; Ulrich et c) Increase degree - Break intociple out (Extraction arate an interfering part or property, a) o single out the only necessary part or Proper _ Movea person to an area where the perso “Hh ly utilized. ns strengths can be _ Identify the extreme behaviors in the grow Tt eatin management. ih Focus on the right priorities by ir . actions first. Say “no” to those pA ae important Terminate employee. aan At the end of a meeting, explicitly revi is made during the meeting a TST et ae communicated to employees based on those aeahon, eee Create a clear mission for the organization. Set coal: priorities and standards. ‘ Sots Build employee capability through “bouncing” i.e. remove individuals who fail to perform to standards. This may also apply to individuals who are not capable of changing, learning, and adapting at the rate required under the current economic and technological conditions. Principle 3: Local quality a) = 9) Change structure from uniform to non-uniform, change an external environment (or external influence) from uniform to non-uniform. Make each part function in conditions most suitable for its operation. Make different parts fulfill a different function. Change standard office setup to include recreational rooms, pantry areas, quiet work areas, conversational areas. ~ Skill and personality matching in project teams. - Kids area in restaurant. shi oi - Transform conversational and collective es eee order for teams to develop grouP intelligence ¢ pee which are greater than the suf of individual tearm - Introduce new reaching ae er vat base tea based learning, cooperative mul 8 uonojpenuog Guueeuibuz- TRIL a ‘Systematic Innovation in Business & Management _ Customize sta”? a) Change from b) Ifalready asym! dard educational syllabus with research activities al to asymmetrical. metrical, increase its degree of asymmetry, re to observe the surroundings, you will find that it ‘every difficult to find any object that has a non-symmetrical outline. is that so? Psychologically, when we see q symmetrically outlined object, our brain is programmed to assume that it is perfect. Similarly, almost all objects have a symmetrical outline or else we will judge them as imperfect or defective. This principle reminds us not to be influenced with symmetry being the solution but to look at asymmetry as an alternative which may potentially solve the problem. Assemble a team with skewed competencies depending on problem to solve. Create a diverse team consisting of men/women, young/ old, conservative/aggressive characters to generate different ideas. On-line, web-cam shopping which is different from the normal online shopping. ‘Avoid team consensus by finding ways to achieve buy-in even when complete agreement is impossible. Disagree and commit as long as opinions are heard and considered. Create willingness t around whatever decision which ir symmetric coCombine team members with similar co; chronic problem. ‘Multi-screen cinemas. Shopping malls, packaged holidays. 1 all centers. work together through cooperation to achieve outcomes. Seek win-win alternative, Develop a shared vision of the future by creating guid; rinciples and building a sense of commitment in : be oe Seek out strategic alliances via partnerships, joint sta 3 ~ Common interest groups for better sharin, Wh cn ig and discussi cussion of Mpetencies to solve synergistic le 6: the need for other parts. standardized features. Review current procedures/practices and fine tune to become standard (practices. One-stop shop which is able to provide all the necessary “support infrastructure and capabilities. ‘Set industry standard. erive/utilize universal standards e.g. the golden ratio, {I has a value of 1.618 which is generally considered the beautiful number in the universe. This value is the indamental building blocks in nature including human which possess dimensional tance ratio of shoulder to p to floor versus knee ng skills in ad abilities Tal uonopenuog Guueeuibuzeach person's versity. Leverage on Person’s strength Bp _ reverage di capitalize 0” them. s e iple 2: ide anothers place each obj . i al + i 4) Place one aa ss SUTIN, 156 inside the o ‘ pass through a cavity in the other. p) Make one ae S store-in-store. ire! inside an organization. 'b) Compensate for the weight (e.g. stress, risk, work load, pressure) of an obj environment. ~ When one team/group/sub-team is too busy or has shortage, another can help out. - Have engineers and supervisors together to balance technical and management. - Compensate for inflation by investing in higher risk funds or commodities (gold, si __ - Tie-in with comp causes, or simil ject by making it interact with the S e _ Profit centers : : 5 aa Teller Machines (ATM, }) work for multiple banks, 3 _ Embed sub-team members into central team for ios : efficient task assignment and reporting. 8 £ é Pri - Anti-weil fa) Compensate for the weight (e.g. stress, risk, work load, 2 pressure) ofan object by combining it with other objects that 2 provide support. g iperform competitive analyses on web sites, sto wherever competitors are located on a we ekly jen res, and Provide awareness to stakeholders on potential eat an individual. nesses of itis needed. pre-arrange objects such that they can come into action from the most convenient place and without losing time for their delivery. _ Prepare tomorrow's leaders through leadership development. _ Provide training for those who need it to help them in the job. Assign employee to sales team before being allowed to work in product development. Hold team building before actual project starts. - Build employee capability through “binding” ie. retain employees critical to organizational success through various programs e.g. issue of company shares spread over a future period of time. Project pre-planning (Map Day). Give guidelines upfront. Milestones, gantt charts, process flows, questionnaires. Publish an agenda before a meetin: love personnel to areas which match their skill, knowledge, and competency. — - Create excitement by leaking news. Just-in-time factory. Batch build. mal uonorpejuog Buyeeui6uzprise i Beoehand cuit Prine cy means beforehand to compensate for th e are emergen' = z ermtively Tow rela ‘lity. E - ‘Backup computer data. FPR wy cm 158 Fs Contingency planning with what-if” scenarios, Continuous reflection and clarification to improve interna) picture of the world and seeing how it shapes our actions and decisions. : ‘ 5 If faced with teaching expertise shortage in universities recruit post graduates as lecturers. _ Provide research grants for post graduates to work and ultimately be employed by company. Principle 12: ipotentiali move tension’ a) Change the conditions ‘of the work in such a way that it will not require lifting or lowering an object. ~ Balanced technical and management skill levels, Build trust amongst team members through sharing experiences, follow-through, credibility, and understanding of unique attributes and skills of team members. Release tension in a team. ‘Systematic Innovation in Business & Management Principle 13: The other way around a) Invert the action used to solve the problem. b) parts or the external environment fixed, and °). ,¢jple 14: Curvature Instead of ee rectilinear parts, Surfaces, or forms, use curvilinear ones; move from flat surfaces to spherical ones; from parts shaped as a cube to ball-shaped structures. smoothen the sharp Edges of the system or component. Observe cyclic nature of business. p) Use rollers, balls, spirals, domes. Go from linear to rotary motion, use centrifugal forces. - Manage people differently e.g. Situational Leadership. - Instead of giving directions in an autocratic way, give more flexibility and empowerment to more senior personnel. . Rotate leadership of a team. _- Smoothen the sharp edges e.g. mellow down an aggressive or __ rude behavior. Prepare for cyclic nature e.g. rise and fall of businesses, prices of goods, and stocks. Inspire and instill loyalty throughout the ranks in the ganization. Managers set standards and role model suild employee commitment through special policies and physical settings i.e. transition from uniforms, dress codes, and rigid office settings; to creation of campus-like settings, al areas for conversation, sports facilities, and on-site child care facility. the characteristics of an object, external cess to change to be optimal or to find onment, or prov timal operating condition 71a 8 uonopeyuog Buueeuibuz