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The attribute dependency technique

From: Business Innovation Fundamentals

Video: The attribute dependency technique

What do these items have in common? Here is a traffic stop light. The kind that changes color as the car pulls up to the light. Next, is a crescendo alarm clock. It starts off ringing very softly and then gradually gets louder until you finally wake up. Next, are transition sunglasses. The kind that get darker as it gets brighter outside. And finally, happy hour. Do you see the pattern? In each case, one item is changing in response to something else.

The attribute dependency technique

What do these items have in common? Here is a traffic stop light. The kind that changes color as the car pulls up to the light. Next, is a crescendo alarm clock. It starts off ringing very softly and then gradually gets louder until you finally wake up. Next, are transition sunglasses. The kind that get darker as it gets brighter outside. And finally, happy hour. Do you see the pattern? In each case, one item is changing in response to something else.

In the case of the traffic light, it turns green in response to the presence of a car at the intersection. The loudness of the crescendo alarm clock changes in response to time. The darkness of the lens changes in response to the brightness of the external light. And happy hour? Well, the price you pay for drinks in a bar changes in response to the time of day. In each case, you should see that as one thing changes another thing changes and that is the hallmark of the Attribute Dependency Technique.

Attribute dependency is defined as the creation or removal of dependencies between existing product properties. Those product properties could be attributes to the product or service itself. Or they can be attributes of things in the immediate vicinity within the closed world. When you use attribute dependency, you can create dependencies that don't already exist. Or you can remove or break a dependency if one is already there. Let's look at the steps of using the Attribute Dependency Technique.

You begin by listing the products internal and external attributes. Notice that this is the first time where you don't use components as you did the first four techniques. Attributes are different than components. Where a component is usually a physical or tangible thing that you can see or touch, an attribute is a characteristic of the product or service. For example, the screen of a T.V. is a component. While the size of screen would be an attribute.

Once you list the internal and external attributes, you create a two dimensional matrix with these attributes. The matrix creates pairings of the internal and external attributes. For each pair in the matrix, ask the following Does a dependency already exist between the two attributes? In other words, given the way the product or service work today, does one attribute change in response to the other? If not, you imagine creating one.

You imagine one attribute changes when the other changes. If a dependency does exist between those two attributes, you imagine breaking it. Either way that becomes your virtual product. Using function follows form, you identify potential benefits and target markets. And finally, you modify and adapt the concept to improve it. Research shows that this technique is the most powerful of the five within systematic, inventive thinking, accounting for the majority of innovative products and services.

If you want a more competitive and innovative organization, the Attribute Dependency Technique helps you create those clever correlations that unlock new value for your customers.

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This video is part of

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Business Innovation Fundamentals

58 video lessons · 2240 viewers

Drew Boyd
Author

 
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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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