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Business Innovation Fundamentals
Illustration by Neil Webb

Creating new services and processes


From:

Business Innovation Fundamentals

with Drew Boyd

Video: Creating new services and processes

Let's apply systematic inventive thinking to a service. Imagine you work for a large hotel chain. One of the most important services for any hotel is the hotel check-in process. Let's use the division technique to create some new innovative ways to better serve our customers. You begin the division technique by listing the components of the process. The components are the steps of the process. So be sure to list them in the same order as how the process actually works.
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  1. 1m 41s
    1. Welcome
      1m 22s
    2. Using the exercise files
      19s
  2. 21m 37s
    1. What is innovation? Introducing Systematic Inventive Thinking
      3m 21s
    2. The principle of function follows form
      4m 8s
    3. The closed-world principle
      4m 16s
    4. Characteristics of innovative products and services
      3m 51s
    5. Challenging the myth of thinking outside the box
      3m 11s
    6. Challenging the myth of serendipity
      2m 50s
  3. 11m 55s
    1. Functional fixedeness
      2m 26s
    2. The subtraction technique
      2m 59s
    3. Subtraction in action
      4m 8s
    4. Addressing common challenges
      2m 22s
  4. 10m 35s
    1. Structural fixedness
      2m 32s
    2. The division technique
      2m 43s
    3. Division in action
      3m 3s
    4. Addressing common challenges
      2m 17s
  5. 16m 25s
    1. The multiplication technique
      4m 24s
    2. Multiplication in action
      4m 39s
    3. Zooming in and zooming out
      4m 51s
    4. Addressing common challenges
      2m 31s
  6. 15m 45s
    1. The task-unification technique
      4m 19s
    2. Task unification in action
      4m 14s
    3. Using task unification for business issues
      4m 27s
    4. Addressing common challenges
      2m 45s
  7. 17m 49s
    1. The attribute dependency technique
      3m 32s
    2. Creating an attribute dependency matrix
      3m 37s
    3. Types of dependencies
      4m 12s
    4. Attribute dependency in action
      4m 31s
    5. Addressing common challenges
      1m 57s
  8. 27m 7s
    1. Running ideation workshops
      4m 13s
    2. Which technique to use
      3m 26s
    3. Creating new services and processes
      3m 17s
    4. Creating digital innovations
      5m 12s
    5. Involving customers
      5m 49s
    6. Evaluating ideas
      5m 10s
  9. 14m 48s
    1. Mastering innovative thinking
      3m 42s
    2. Building a pilot program
      3m 56s
    3. Addressing organizational challenges with innovation
      4m 3s
    4. Next steps
      3m 7s
  10. 52m 41s
    1. About Drew
      2m 9s
    2. What is innovation?
      51s
    3. What got Drew started in innovation?
      2m 15s
    4. On innovation as a skill
      1m 53s
    5. On innovation as part of your business
      1m 58s
    6. On resistance to innovation
      3m 31s
    7. On innovation's tainted image
      2m 34s
    8. Where do you apply innovation strategies?
      2m 31s
    9. Who should lead an innovation effort?
      3m 6s
    10. On favorite innovation experiences
      3m 51s
    11. On innovation vs. strategy
      3m 36s
    12. On working with innovation consultants
      3m 20s
    13. On trends in innovation
      3m 26s
    14. On innovation as competition
      2m 32s
    15. On innovative companies
      2m 43s
    16. On generating vs. executing ideas
      3m 2s
    17. Can you overdo innovation?
      2m 1s
    18. How do you start innovating?
      3m 44s
    19. On the most innovative products
      3m 38s

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Business Innovation Fundamentals
3h 10m Appropriate for all Jun 09, 2014

Viewers: in countries Watching now:

Innovation propels companies forward. It's an unlimited source of new growth and can give businesses a distinct competitive advantage. Learn how to innovate at your own business using Systematic Inventive Thinking, a method based on five techniques that allow you to innovate on demand. In this course, author and business school professor Drew Boyd shares the techniques he's taught Fortune 500 companies to innovate new services and products. Drew provides real-world examples of innovation in practice and suggests places to find your own opportunities to innovate.

In the bonus chapter, Drew shares insights from his own career and answers tough questions on resistance to innovation, innovation and leadership, and the difference between generating vs. executing innovative ideas.

Topics include:
  • What is innovation?
  • Understanding the myths about creativity and barriers to innovation
  • Understanding the characteristics of innovative products and services
  • Using the five techniques of Systematic Inventive Thinking
  • Creating new services and processes at work
  • Running innovation workshops
  • Involving customers in innovation
  • Mastering innovative thinking
Subjects:
Business Business Skills Leadership Management
Author:
Drew Boyd

Creating new services and processes

Let's apply systematic inventive thinking to a service. Imagine you work for a large hotel chain. One of the most important services for any hotel is the hotel check-in process. Let's use the division technique to create some new innovative ways to better serve our customers. You begin the division technique by listing the components of the process. The components are the steps of the process. So be sure to list them in the same order as how the process actually works.

I suggest putting each step on a stickie note so you can move it around a lot easier. Here are the steps of the check-in process beginning with making a room reservation and ending all the way to where you unlock the door, walk in and inspect the room. Notice the level of detail of these steps. I find that somewhere between eight and 15 steps in a particular process is about the right level of granularity for this exercise. Not too detailed but not too broad either.

Now pick a component, any step in the process and then arbitrarily rearrange it somewhere back into the process. For example, let's select step number seven, where you give the credit card to the front desk receptionist. Then, rearrange it randomly. Let's put it here, right after step 10. This now becomes our virtual product. When you do this, don't be surprised if it feels a bit odd like the example here. That's perfectly normal when using the division technique.

It would seem more appropriate to give your credit card at the front desk. But now you're going to force yourself to imagine a hotel check-in process where you go to the room and only then give your credit card to the hotel. So what would this look like? What would be the benefit? Let's imagine why a hotel guest would go to the room without having given the credit card at the front desk. Here's an idea, imagine a scenario where your credit card is also your room key.

When you go to your assigned room, you insert your credit card into the slot. It opens the door and it also charges your credit card. That would save you time at the front desk, you're probably less likely to loss your credit card. It's also more eco-friendly. This idea can be extended even further. Why go to the front desk at all? Why not have your room assigned to you? Perhaps sent to your cell phone before you arrive. When you go to your assigned room, you use your credit card. You're able to enter your room without waiting in line at the front lobby.

I'm willing to bet, hotel customers would love that. Remember that with the division technique you can rearrange the component in both space and time. That means the step can occur in a different location, a different time, or both. The division technique is ideal for any service or process such as a manufacturing process, a recruiting process, or a software development process. Like all the techniques, it forces you to create configurations you are not likely to have created on your own to unlock new benefits for you and your customers.

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