© Center For Advantage - 2005 How to Use Innovation Planner Cards for Product Evolution Robert...

© Center For Advantage - 2005

How to Use Innovation Planner Cards for Product EvolutionRobert Cantrell

Center For [email protected] (703) 379-9429


Contents Innovation Planner Description Basic Product Evolution

1. Identify the Central Solution2. Create a Ring of Incremental Improvements3. Develop Incremental Improvements4. Expand the Possibilities5. Document and Protect the Intellectual Property

Advanced Product Evolution Advanced Product Evolution Process Concept Cards Resolve Contradictions Cards Organizational Resources Cards Center of Gravity Cards Decision Cycle Cards

Games Additional Resources


Innovation Planner Description

Innovation Planner Description Card Types Card Type Designs Deck Layout


Innovation Planner Description Innovation Planner™ is a 170 card set of innovation

strategies and solutions used for rapid, effective, and efficient problem solving and idea generation

It is based on the Ideation TRIZ innovation methodology that was derived from the analysis of over 3 million patents and 500 standard patterns of technical evolution


Card Types There are 7 types of cards in the Innovation

Planner deck1. Operators – Solutions for systems that provide the ways to solve

problems – 85 cards2. Resources – Properties and attributes of systems that provide the

means to solve problems – 37 cards3. Center of Gravity – Location within the system where a solution is

or could be applied – 16 cards4. Concept – Idea behind how the problem will be solved – 7 cards 5. Decision Cycle – Strategic parameters of how the problem will be

solved – 7 cards6. Organizational Resources – The capacity of the supporting

organization to provide the ways and means to solve problems (These are solution constraints.) – 9 cards

7. Resolve Contradictions – Methods for which a system can exhibit two or more conflicting properties or attributes – 5 cards


Card Types

Operator and Resource cards are used in both Basic Product Evolution and Advance Product Evolution

The other 5 card types are used in Advanced Product Evolution


Operators Resources Resolve Contradictions

Concept Center of Gravity Decision Cycle Organizational Resources

Card TypeDesigns

Card type designs appear as follows


Deck LayoutCard deck layout appears as below


Basic Product Evolution

Basic Product Evolution Description Steps 1 to 5



Basic Product Evolution is a process for incrementally improving existing products



The five steps for Basic Product Evolution include:1. Identify the Central Solution

2. Create a Ring of Incremental Improvements

3. Develop Incremental Improvements

4. Expand the Possibilities

5. Document and Protect the Intellectual Property



Basic Product Evolution involves just the 85 Operator cards and the 37 Resource cards from the Innovation Planner

Separate these cards from the deck and proceed to step 1


Step 1: Identify the Central Solution


Step 1: Identify the Central Solution Ask and answer:

1. What does the current product do?

2. How does the current product do it?

3. How is this an advantage?1. To the user

2. Over other options

4. How might I enhance what the product does?


Step 1: Identify the Central Solution For example, consider the central solution offered

by a cell phone: What does it do? It allows people who are not physically in

the same place to talk to each other anywhere when within the network

How does it do it? It electronically transmits voice data through a network of cells and converts that data back into audible voice on the other end


Step 1: Identify the Central Solution How is this an advantage?

To the user – The caller can contact any individual with a working phone at any time anywhere when within the system

Over alternatives – There are three angles of competition to consider Direct competitors – List advantages over other cell phones Substitute competitors – List advantages over other means of

communication, i.e., land lines, e-mail, radio Buyer – List advantages over the buyer’s capacity to

communicate on his or her own or to do without


Step 1: Identify the Central Solution How might I enhance what the product does?

Write down immediate thoughts Proceed to step two


Step 2: Create a Ring of Incremental Improvements


Step 2: Create a Ring of Incremental Improvements Browse through

Operator and Resource cards and note interesting possibilities for product evolution


Step 2: Create a Ring of Incremental Improvements

USE THE REVERSE ACTION

CHANGE COLORS

SUBSTITUTE AN INEXPENSIVE MATERIAL

OBTAIN THE BEST OF BOTH

COMPENSATEFORUNRELIABILITY

REMOVE UNNECESSARYPARTS

Some examples of possible incremental improvements include:


Step 3: Develop Incremental Improvements


Step 3: Develop Incremental Improvements Select one of the

possibilitiesUSE THE REVERSE ACTION

CHANGE COLORS

SUBSTITUTE AN INEXPENSIVE MATERIAL

OBTAIN THE BEST OF BOTH

COMPENSATEFORUNRELIABILITY

REMOVE UNNECESSARYPARTS


Step 3: Develop Incremental Improvements The possibility to “USE

THE REVERSE ACTION” is explained on card 76 of the Innovation Planner


Step 3: Develop Incremental Improvements Document why the selected idea might prove useful For example, use the reverse action might include:

A cell phone that calls you to remind you to take an action A cell phone that calls you if it is separated from its owner A cell phone that calls you if someone is incapacitated


Step 3: Develop Incremental Improvements Develop one of these ideas:

A cell phone that calls you to remind you to take an action A cell phone that calls you if it is separated from its owner

Tracking of people on probation Tracking of children during the day Calls assistant if you leave it somewhere

A cell phone that calls you if someone is incapacitated


Step 3: Develop Incremental Improvements A cell phone that calls you if it is separated from its

owner Why might this be useful?

Tracking people on probation Tracking children during the day Calls assistant if you leave it somewhere


Step 3: Develop Incremental Improvements Tracking children during the day Perhaps this could lead to the “Amber Alert Cell

Phone”


Step 4: Expand Possibilities


Step 4: Expand Possibilities You start with the idea of the Amber Alert Cell

Phone from USE THE REVERSE ACTION Write down how this idea might work:

USE THE REVERSE ACTION – Cell phone calls legal guardian if child is in distress. Legal guardian’s and child’s cell phones are connected for talking and listening when the legal guardian picks up.


Step 4: Expand Possibilities Go back to the Operator and Resource cards and

document ideas that will improve USE THE REVERSE ACTION in relation to an Amber Alert Cell Phone

For example: ALLOW PARTIAL MOBILITY – Cell phone has GPS link so

that if a child moves from an accepted area at the wrong time – for example the school grounds, bus route, or home – the phone will contact the legal guardian.


Step 4: Expand Possibilities Amber Alert Cell Phone example continued:

ALLOW BOTH FLEXIBILITY AND RIGIDITY – Use fuzzy logic within the phone so that it can recognize unusual patterns. If GPS detects a car ride when the child should be in school it calls the guardian. If an attempt is made to turn the phone off, it calls the guardian. If smashed or disassembled, a structurally sound mini air horn blasts warning.



MOVE THE OTHER OBJECT - If the phone stays completely still or detects another unusual movement pattern, it calls the guardian. (This might happen if an abductor forced the child to leave the phone behind.)



USE PROPERTIES TO CONVEY INFORMATION – Cell phone holder can detect child’s heartbeat and the presence of the cell phone. Fuzzy logic could be used to detect heartbeat irregularity such as might occur during the stress of an abduction or molestation incident. If it loses contact with either signal, the holder is capable of sending a warning page and GPS signal on its own.



DESIGN FOR VARIABLE OUTPUT – Call initiates a different ring tone so the legal guardian does not fear regular calls.


Step 5: Document and Protect the Intellectual Property


Step 5: Document and Protect the Intellectual Property Determine the ideas you consider valuable for

development, sale, or licensing Set a plan to document and protect those ideas See www.centerforadvantage.com/sipa for the

Strategic Intellectual Property Assessor that provides ideas on intellectual property to get you started


Advance Product Evolution

Advanced Product Evolution Process Concept Cards Resolve Contradictions Cards Organizational Resources Cards Center of Gravity Cards Decision Cycle Cards


Advance Product Evolution Process Advanced Product Evolution brings other cards

within the Innovation Planner into play for more comprehensive and complete evolutions


Advance Product Evolution Process Advanced Product Evolution

adds any or all of: Concept Cards Resolve Contradictions

Cards Organizational Resources

Cards Center of Gravity Cards Decision Cycle Cards.

Start by setting these cards aside into their respective decks


Advance Product Evolution Process Steps 1 – 5 of Basic Product Evolution apply to

Advanced Product Evolution To begin Advanced Product Evolution, proceed with

steps 1 – 5 of the Basic Product Evolution process As you proceed with steps 1 – 5 of the Basic

Product Evolution process, use the cards for Advanced Product Evolution anywhere and at any time in that Basic Product Evolution process


Advance Product Evolution Process Although any product evolution process has linear

steps, the product evolution process is actually not linear

You can therefore use cards for Advanced Product Evolution to jump in and out of Basic Product Evolution anywhere and at any time it makes sense to do so


Advance Product Evolution Process Advanced Product Evolution

adds more possibilities to the Basic Product Evolution process Basic Product

Evolution

Advanced ProductEvolution


Advance Product Evolution Process Since Innovation Planning Cards are unbound

cards, they can be rearranged in any way and at any time in the process

This means the cards, like the product evolution process, are non-linear in nature

Apply each as follows:


Concept


Concept

Concept cards let you identify the underlying principle for how you will evolve a product


Concept

With Concept Cards you set a plan for how you evolve the best solutions possible that avoid the need for compromise


Concept

A central idea behind Concept Cards is the concept of ideality

Achieving ideality means that you receive a benefit without any underlying mechanism

This means you receive all benefits and no drawbacks


Concept

Ideality is a theoretical concept, very rarely attained in reality

For example, ideal business transportation between cities would happen instantaneously and involve no vehicles

Such a transportation system is implausible


Concept

What is the purpose for ideality then?

Answer: The ideal solution provides a target for you to direct your product evolution efforts

The closer your solution evolves toward the ideal, the better that solution is likely to be


Concept

Emulating the ideal provides many useful solutions For example, the telephone allows your voice to

travel instantly between cities which often allows you to solve problems just as well as physically traveling between cities

Furthermore, through conference calls, you can effectively be in many cities at once

Add video, and you can travel instantaneously through virtual space


Concept

The optimal solution, unlike the ideal, is usually an attainable target

The optimal solution is neither too good nor not good enough to perform its intended task


Concept

The most competitive solutions tend to be the solutions optimal for their tasks

Solutions that are either too good or not good enough tend to fail when competing with optimal solutions


Concept

You see proof of this fact in the natural world

In the natural world, underperformers lose

In the natural world, overly high performers also lose Why? Performance comes

at a cost. If that performance is not necessary, it is a wasted cost that the optimized competitor does not pay


Concept

Concept cards create a direction for your product evolution process

In most instances you will either: Evolve toward the ideal when top performance is not good

enough for most users Evolve toward optimal when top performance is already

good enough for most users


Concept

The further you are from optimal, in either direction, the more important a product evolution strategy becomes in order for the present solution to stay competitive

Once a solution reaches an optimal level, product evolution should focus on new possibilities and ideas

Too GoodNot Good Enough


Concept

If your solution is “not good enough” you will focus on how to evolve a better performing solution

If your solution is “too good” you will focus on how to evolve a product with a more effective or efficient fit for the need at hand*

Too GoodNot Good Enough

*Or you could evolve another part of the system that is “not good enough”


Concept

Bottom line, know what is ideal and optimal so you know how your solution should evolve

Even if you find a promising idea, consider if a more ideal or optimal solution exists before you make your final decision to develop that idea

Consider all angles of competition when making your assessment

See (http://www.centerforadvantage.com/papers.htm) for “The Six Angles of Competition”


Resolve Contradictions



Resolve contradictions is a powerful problem solving idea for which a system can exhibit two or more otherwise conflicting properties

It is also very useful for product evolution



For example, by using a telephone to separate a voice from its speaker, that voice can travel to multiple cities instantly and at the same time

Not too long ago, this idea would have been considered implausible



Although it will likely stay impossible for individuals to travel instantly between cities, allowing the voice to do so was a very possible evolution heads in that direction.



To resolve contradictions, you divide some aspect of a system so that it can exhibit two or more otherwise incompatible properties



For example, the traffic light is a way to allow cars headed in different directions to use the same intersection by separating traffic flow in time

A bridge, to continue the example, allows uninterrupted traffic flow by separating traffic in space instead



Separation Principles include: Time Space Structure Condition Perception



To illustrate: Time – Cars cross the same intersections while traveling

in different directions by crossing at different times Space – Cars travel in opposite directions along the

same road by traveling on opposite sides of those roads Structure – Cars are solid as a whole to protect

passengers yet flexible at points to cushion an impact Condition – Convertible cars protect you from rain yet

allow you to make the most of nice days Perception – The same SUV is perfect for climbing

mountains yet perfect for carrying soccer kids



Bottom line for product evolution: When you cannot evolve a product because you cannot resolve conflicting conditions, Resolve Contradiction cards help you separate the system into parts that allow you to resolve that conflict


Organizational Resources


Consider Organizational Resources – Dealing with Constraints During the product evolution

process, you will have to deal with issues of abundance and scarcity

Organizational resources provide your capacity to leverage your ideas

Lack of critical organizational resources causes problems

Overabundance can also cause problems


Consider Organizational Resources – Dealing with Constraints Consider each of the

Organizational Resource cards as it pertains to your product. Do this in terms of: Question Ideal Functional Ideal Optimal


Consider Organizational Resources – Dealing with Constraints The question prompts you to consider a given

resource as it pertains to your situation The ideal describes a solution that requires no

mechanism The functional ideal describes a solution that is

100% oriented toward its intended task The optimal describes a solution that is no more

and no less of a solution than necessary to accomplish its intended task


Consider Organizational Resources – Dealing with Constraints The bottom line goal of

any product evolution effort is to succeed as profitably as possible

This usually means seeking solutions that evolve toward more ideal and optimal solutions


Consider Organizational Resources – Dealing with Constraints A solution will tend to evolve toward the ideal until it

reaches the optimal threshold of good enough At the optimal threshold of good enough, any

additional performance may not deliver any significant benefit

Optimal Threshold of Good Enough

IdealTechnical Evolution


Consider Organizational Resources – Dealing with Constraints For example, in a world with traffic congestions and

speed limits, raising a car’s top speed from 120 MPH to 130 MPH – theoretically allowing you to travel between cities faster and hence closer to the ideal – would not make any practical difference


Consider Organizational Resources – Dealing with Constraints One exception comes

into play This exception is the

Appeal Factor Although inventions

tend to evolve toward the ideal and reside at the optimal, the “Appeal Factor” can cause a different dynamic


Consider Organizational Resources – Dealing with Constraints For example, the airplane

is closer to ideal and optimal than the ocean liner for traveling across oceans

Ocean liners still exist, however, because of their entertainment value

Many people find cruises to be an ideal/optimal way to spend their time


Consider Organizational Resources – Dealing with Constraints Always consider how the

entertainment value of a solution will influence what is actually considered ideal or optimal


Consider Organizational Resources – Dealing with Constraints For another example,

white is probably the closest color to ideal for a car in Florida since it is the easiest to see and clean plus it stays cool in the sun

You would go out of business, however, if you sold only white cars in Florida because white is not always the psychological ideal


Consider Organizational Resources – Dealing with Constraints As a third example, even though a car with a top

speed 130 MPH has little practical utility over a car with a top speed of 120 MPH, that capability might have psychological utility by making the car more appealing to a significant market

Your product evolution process should therefore consider behavioral issues as well as physical issues


Center of Gravity

DESCRIPTIONWHITE SPACE OPPORTUNITIESEVOLUTION AND BUSINESS ECONOMICS


Center of Gravity

DESCRIPTION The Center of Gravity is

the element within a system that, by creating some change to that element, will produce your intended result

A key part of product evolution is knowing where best to effect change


Center of Gravity

Center of Gravity cards prompt you to consider all physical and behavioral aspects of a system in order to achieve the desired effect (a new or improved product) with the minimal use of resources


Center of Gravity

For example, if you sell a system that heats water consisting of a vat and a fire, you might determine that improving controllability of heat will produce a better solution that a sufficient number of buyers will find interesting

The fire would be your center of gravity for effecting the desired change in that system


Center of Gravity

Perhaps a plate that opens and closes over the fire to regulate the heat that reaches the vat might prove an effective evolution


Center of Gravity All systems have elements and processes that turn

input into output

Input Output

System

Energy SourceTransmission

Instrument of WorkInstrument of Control

Subsystem

Super system


Center of Gravity Your goal in a product evolution is to find the right

place in a system to effect a desirable change

Input Output

System



Subsystem

Super system


Center of Gravity For example, computer assisted navigation might

allow a burdened pilot to focus on other actions

Input Output

System



Subsystem

Super system


Center of Gravity

Input Output

System



Subsystem

Super system

So if overburdened pilots represent a problem large enough to make a profitable market, the Instrument of Control is a Center of Gravity to explore


Center of Gravity Your evolution could include “Increase User

Friendliness” of navigation. How do you do that?

Input Output

System



Subsystem

Super system


Center of Gravity Perhaps you “Provide for Self-Service” regarding

navigation. So how do you do that?

Input Output

System



Subsystem

Super system


Center of Gravity Perhaps you have airplane instruments read signals

from fixed points automatically, etc.

Input Output

System



Subsystem

Super system


Center of Gravity WHITE SPACE OPPORTUNITIES

Center of Gravity also helps you develop “white space” opportunities

To identify and develop white space opportunities, create a cause and effects net in your area of interest

In a cause and effects net, you look for where you can create a marketable change in a system as a prime location to develop a new product


Center of Gravity

Products solve problems A problem has a cause and an effect However this cause and effect does not take place

in isolation

YieldsCause Effect

Fire Boiling Water


Center of Gravity

Another cause yielded your cause and your effect will act as a cause for another effect

YieldsCause Effect

Fire Boiling Water

YieldsCause Effect

Match Lights Fire Wood

YieldsCause Effect

Skin InjuryBoiling Water


Center of Gravity

Identify Root Causes – Think of your original cause as an effect and describe its preceding cause

Identify Ripple Effects – Think of your original effect as a cause for another effect and describe that next effect

Repeat backwards and forwards from the original problem as many times and with as many branches as makes sense


Center of Gravity

A cause and effects net develops that is limitless in depth

YieldsCause Effect

Fire Boiling Water

Root Causes “Ripple” Effects


Center of Gravity

People make money by inserting products to affect some aspect of these cause and effects nets

YieldsCause Effect

Fire Boiling Water



Center of Gravity A white space opportunity resides where no one

effectively influences a cause and effect of importance

It also resides where you can make a new connector

YieldsCause Effect

Fire Boiling Water



Center of Gravity For an example in the first case, if a lot of

companies compete in providing fire to boil water for the purpose of sterilizing instruments

YieldsCause Effect

Fire Boiling Water



Center of Gravity You might exploit a marketable opportunity to

improve that solution by adding the aforementioned control system (metal plate) for the fire

YieldsCause Effect

Fire Boiling Water



Center of Gravity Perhaps, in the second case, you could bypass the

fire and water solution altogether by selling alcohol for sterilizing instruments: LEVERAGE ALTERNATIVE MATERIALS

YieldsCause Effect

Fire Boiling Water

Root Causes “Ripple” EffectsAlcohol as New Connector


Center of Gravity

EVOLUTION AND BUSINESS ECONOMICS Since products solve problems, and businesses

make money solving problems, product evolvers need to account for the economics of the business

Product evolvers need to evolve products in a way that embraces technical evolution yet does not put them out of business


Center of Gravity

For example, if your business is to sell cups of cold water to douse the fire under a vat, product evolution is a clear and present danger to your revenue stream


Center of Gravity

Rather than using the cup of cold water you sell, the owner of the vat can use boiling water from the vat to douse the fire

If that idea becomes a solution for him, he will likely stop buying your cups of cold water


Center of Gravity

Product evolution can lead to a contradiction, therefore

If products tend to evolve toward more ideal solutions, how do you evolve products yet not evolve yourself out of business?


Center of Gravity

To solve this problem, consider the differences in Center of Gravity between problem solving and product evolution Center of Gravity in product evolution is similar to problem

solving in that you seek highly efficient and effective places within a system to create a result

Center of Gravity in product evolution differs from problem solving in that your selection of where to focus your product evolution effort is very much predicated on the best business opportunity, i.e., where the profits are, instead of where the best possible solution lies


Center of Gravity

So to solve this problem, focus on evolving enough new ideas within your cause and effects net to replace the revenue stream that a product evolution will eventually curtail

Or as an alternative, evolve an idea from someone else’s solution so that it does not financially matter to you if they go out of business


Center of Gravity

An evolution that eliminates a key source of income may not rise to the top of your priority list over an evolution that creates a new stream of income

However, keep in mind that if you can eliminate a key source of your own income, someone else probably can too, and you should set your product evolution process to deal with that eventual outcome


Center of Gravity

In our previous example, a regulation system might prove a marketable feature that you could sell in place of cold water

Evolving a solution in this direction could provide your business with an opportunity to develop a new revenue stream when you can no longer sell cups of cold water


Center of Gravity

Selling alcohol might prove a marketable evolution that bypasses the need for the whole fire and vat system

A key feature of Innovation Planner Cards is the ease with which it helps you understand and get ahead of inevitable changes in technology


Center of Gravity

Bottom line: Use the Center of Gravity cards to consider all aspects of where to best focus your product evolution

For more information on business issues of product evolution and problem solving, see “Competitive Vectors” at (http://www.centerforadvantage.com/papers.htm)


Decision Cycle


Decision Cycle

Decision Cycle cards involve how to make better decisions faster than your opposition

For product evolution, this relates directly to the Center of Gravity issues of how, where, and when to evolve products


Decision Cycle

Your objective is to win the race of decision cycles whereby your plans not only work, but work despite active opposition to your success

In product evolution, this generally means pressing forward with new and better ideas faster than your competitor can match


Decision Cycle

Such advantages in development time provide significant advantages in business

If you can develop a new product in one business cycle when it takes two business cycles for your competitor to do the same, you will have the advantage in the market


Decision Cycle

Successful product evolution involves resolving problems with sufficient markets to make it worth your while

As a byproduct, your evolution will directly or indirectly cause problems for your opposition because you are better able to serve you market


Decision Cycle

For example, an evolution that makes your product the best in its class creates a problem for a competitor that is now second best in its class, all the more so if that competitor’s product evolution process is slower than yours


Decision Cycle

Decision Cycle cards help you determine the way you can evolve a product that makes strategic sense considering your opposition


Decision Cycle

For example, in a world without competition, the airport might be the most lucrative place to set up a new car rental company


Decision Cycle

Considering the established competition, however, you might better serve your objectives by instead setting up a specialized exotic car rental company downtown for the upwardly mobile

Specializing is one possible line of product evolution


Decision Cycle

Decision cycle also asks you to consider psychological and moral aspects of a product evolution along with physical aspects

For example, if a physical evolution to a problem as a byproduct releases a new pollutant into the air, then that evolution might prove morally unsuitable


Decision Cycle

Bottom Line: When you evolve a product, you do so in a competitive environment

You will have opposition, possibly in your own organization, when your solutions create a problem for someone else

Decision Cycle cards help you to orient your evolutions so they can succeed despite active opposition from others


Games

Description Solve It™ Evolve It™


Games Description

You can play two games, Evolve It™ and Solve it™, using Innovation Planner Cards

Evolve It™ is a game version of the product evolution process described on these slides

Solve It™ is a game that uses the Innovation Planner cards to solve problems

The game rules follow:


Evolve It™: Methodology and Game for Inventing New or Better Products – 1 1. Place the Operator and Resource cards into two separate

stacks. 2. Place the Resolve Contradictions cards face up. These serve as a guide for players. 3. Select an object to evolve into a new or better form. 4. Deal at least five Operator cards and three Resource cards to each player.


Evolve It™: Methodology and Game for Inventing New or Better Products – 2 5. Allow each player, on successive turns, to apply an

Operator or Resource card that presents a possible evolution of the object. (Evolutions should generally follow the trend established by previously played cards.) Draw cards to replace those used.

6. Use the other cards in the deck to set limitations and guidelines for the evolution as per their Card Type Definitions, or use them to change the parameters of the game entirely. These cards may be played deliberately or randomly. 7. Play until you have completed a successful evolution or until cards run out.


Solve It™: Methodology and Game for Solving Challenging Problems – 1 1. Place the Operator and Resource cards into two separate

stacks.2. Place the Resolve Contradictions cards face up. These serve as a guide for players.3. Select a problem to solve. Describe what the problem is and what the problem means.4. Build a cause and effects chain forward and backward from the problem. For example, if the problem is “The boat is too small, meaning I cannot carry cargo across the sea,” you might go forward with “I cannot carry cargo across the sea, meaning I have too much supply to sell at home.” You might go backward with “The water in my port is shallow, meaning I need a small boat to use the docks.” Go forward and backward at least two steps from the central problem.


Solve It™: Methodology and Game for Solving Challenging Problems – 2 5. Deal at least five Operator cards and three Resource cards to

each player.6. Allow each player, on successive turns, to apply an Operator or Resource card anywhere along the cause and effects chain, to include previously played cards, in a way that supports the resolution of the original problem. Draw cards to replace those used.7. Use the other cards in the deck to set limitations and guidelines for the intended solution as per their Card Type Definitions, or use them to change the parameters of the game entirely. These cards may be played deliberately or randomly.8. Play until the problem is solved or until cards run out.


Additional Resources

This concludes How to Use Innovation Planner Cards for Problem Solving Additional resources appear atwww.ideationtriz.comwww.centerforadvantage.comwww.innovationplannercards.com

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