Business Innovation Fundamentals
Illustration by Neil Webb

Evaluating ideas


From:

Business Innovation Fundamentals

with Drew Boyd
image
lynda.com's PMI® Program
This course qualifies for 3.00 PDUs towards maintaining PMI® certification. Learn More

Video: Evaluating ideas

The SIT method is designed to help you generate lots of ideas in a systematic way. But how do you select which ideas to pursue? Filtering ideas is an essential part of the creativity process. You want to make sure you spend your time only on those ideas with the most potential. In this video, I'll share ways to evaluate ideas. First, put all your ideas in a standard format. That will make it a lot easier to evaluate them.
Expand all | Collapse all
  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

Start your free trial now, and begin learning software, business and creative skills—anytime, anywhere—with video instruction from recognized industry experts.

Start Your Free Trial Now
please wait ...
Watch the Online Video Course 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.

This course qualifies for 3 Category A professional development units (PDUs) through lynda.com, PMI Registered Education Provider #4101.

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

  • The PMI Registered Education Provider logo is a registered mark of the Project Management Institute, Inc.
Subject:
Business
Author:
Drew Boyd

Evaluating ideas

The SIT method is designed to help you generate lots of ideas in a systematic way. But how do you select which ideas to pursue? Filtering ideas is an essential part of the creativity process. You want to make sure you spend your time only on those ideas with the most potential. In this video, I'll share ways to evaluate ideas. First, put all your ideas in a standard format. That will make it a lot easier to evaluate them.

I like to use a template like this: Name of idea, description of idea, benefits, target audience, and challenges. Every idea should have its own name, not just a number, and give it a name that will help people see what the idea is about. Use literal names, not vague or confusing ones. For example, let's stick with our refrigerator example. If the new idea is a way to cool other parts of the kitchen, you could call this idea distributed cooling.

The next thing I like to do is put every idea into one of three categories. The first category is for those ideas that are a bit far out, perhaps even borderline crazy. They're novel, but they may not be feasible. The second category is for those ideas that are just the opposite. They're not wild at all. They're incremental improvements. But the third category is for ideas in the middle, not too far out and not too near in. They're in a special zone we call the sweet spot.

They're viable and creative. It's these ideas that people get excited about. But we're not done yet. Once you put the ideas in these categories, let's look at ways to get more of them into the sweet spot. Here's what I suggest you do. Start with the far-out ideas. Is there a way to pull them back in and take out some of the weirdness of the idea to make it more feasible? What if you eliminated an exotic feature of the idea but still retain the essence of what the concept is trying to do? That might eliminate some of the riskiness of the idea.

For those incremental ideas, find a way to push them out and add some novelty. For example, what if you used task unification to have one of the components doing an additional task? Or what if you applied attribute dependency to the concept to make it smart and adaptive? That would certainly add some novelty and push it closer to the sweet spot. After this exercise, you're ready to start evaluating your list of ideas. There are two ways to do this.

One is very simple and informal. You ask a group of people to vote on the ideas. You've probably seen the so-called Dot method. Here is how it works. First, let the group read the entire list of ideas with all the benefits and challenges. Then each participant is given a number of small sticky colored dots. They're instructed to place these dots on the ideas that they think are best. I usually have participants place these right onto the paper with a list of ideas.

This keeps the voting anonymous and makes it more objective. Then collect all the votes and tally them up. While it may sound overly simple, the dot method of voting has lots of benefits. Each individual has their own biases of what makes a great idea, and they vote accordingly. But voting as a group tends to neutralize those individual biases. Many times, the group vote will tell you which ideas the company will prefer. The other method is more formal and quantitative.

First, create a score card by listing the four or five most important criteria for judging good ideas. Criteria might include how novel the idea is or how useful it is for your customer, how viable the idea is to implement, and perhaps how risky the idea is. For each criterion, use a rating scale of one to four, where four is the highest and one is the lowest. Don't use odd number scales like one to five because people have a tendency to overuse the middle of the scale, and they rate too many ideas a three.

You want to force their ratings to be on one side or the other. Ask people to use the score card and rate each idea. Then using a tool like Excel, put all the data in a spreadsheet so you can calculate the averages of all raters. Add up the final score for each idea. The ideas with the highest scores are your best ideas, assuming you selected the right criteria. This approach takes more time, but it gives you more precision, especially when evaluating a large pool of ideas.

True innovators generate great ideas, but they also use the wisdom of others to help evaluate them.

There are currently no FAQs about Business Innovation Fundamentals.

 
Share a link to this course

What are exercise files?

Exercise files are the same files the author uses in the course. Save time by downloading the author's files instead of setting up your own files, and learn by following along with the instructor.

Can I take this course without the exercise files?

Yes! If you decide you would like the exercise files later, you can upgrade to a premium account any time.

Become a member Download sample files See plans and pricing

Please wait... please wait ...
Upgrade to get access to exercise files.

Exercise files video

How to use exercise files.

Learn by watching, listening, and doing, Exercise files are the same files the author uses in the course, so you can download them and follow along Premium memberships include access to all exercise files in the library.


Exercise files

Exercise files video

How to use exercise files.

For additional information on downloading and using exercise files, watch our instructional video or read the instructions in the FAQ .

This course includes free exercise files, so you can practice while you watch the course. To access all the exercise files in our library, become a Premium Member.

Join now Already a member? Log in

* Estimated file size

Are you sure you want to mark all the videos in this course as unwatched?

This will not affect your course history, your reports, or your certificates of completion for this course.


Mark all as unwatched Cancel

Congratulations

You have completed Business Innovation Fundamentals.

Return to your organization's learning portal to continue training, or close this page.


OK
Become a member to add this course to a playlist

Join today and get unlimited access to the entire library of video courses—and create as many playlists as you like.

Get started

Already a member ?

Exercise files

Learn by watching, listening, and doing! Exercise files are the same files the author uses in the course, so you can download them and follow along. Exercise files are available with all Premium memberships. Learn more

Get started

Already a Premium member?

Exercise files video

How to use exercise files.

Ask a question

Thanks for contacting us.
You’ll hear from our Customer Service team within 24 hours.

Please enter the text shown below:

The classic layout automatically defaults to the latest Flash Player.

To choose a different player, hold the cursor over your name at the top right of any lynda.com page and choose Site preferences from the dropdown menu.

Continue to classic layout Stay on new layout
Exercise files

Access exercise files from a button right under the course name.

Mark videos as unwatched

Remove icons showing you already watched videos if you want to start over.

Control your viewing experience

Make the video wide, narrow, full-screen, or pop the player out of the page into its own window.

Interactive transcripts

Click on text in the transcript to jump to that spot in the video. As the video plays, the relevant spot in the transcript will be highlighted.

Learn more, save more. Upgrade today!

Get our Annual Premium Membership at our best savings yet.

Upgrade to our Annual Premium Membership today and get even more value from your lynda.com subscription:

“In a way, I feel like you are rooting for me. Like you are really invested in my experience, and want me to get as much out of these courses as possible this is the best place to start on your journey to learning new material.”— Nadine H.

Thanks for signing up.

We’ll send you a confirmation email shortly.


Sign up and receive emails about lynda.com and our online training library:

Here’s our privacy policy with more details about how we handle your information.

Keep up with news, tips, and latest courses with emails from lynda.com.

Sign up and receive emails about lynda.com and our online training library:

Here’s our privacy policy with more details about how we handle your information.

   
submit Lightbox submit clicked
Terms and conditions of use

We've updated our terms and conditions (now called terms of service).Go
Review and accept our updated terms of service.