Knowledge Creation for Breakthrough Innovation: 2013 UPDATE
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Transcript of Knowledge Creation for Breakthrough Innovation: 2013 UPDATE
Knowledge Creation for
Breakthrough Innovation: 2013 UPDATE
Karen A. Kreutz, Retired P&G [email protected]
ILUMINOV LLC
Phoenix Chapter
February 26, 2013
Karen Kreutz
Technical MarketingProduct Design
Innovation Capability
ILUMINOV LLCwww.iluminov.com
June 2012
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The Challenge: Innovate Productively
=PEffectiveness of
Output to Create Value
Efficient Use of Input Resources
(People, Money, Time)
PDMA Toolbook 2 (2004)
Organizational Knowledge Creation
Breakthrough Innovation requires Tacit Knowledge Exchange.The sharing of tacit knowledge is an ‘extremely fragile process’.The speed of tacit knowledge exchange depends on the degree to which the environment is collaborative
KnowledgeCreation
Organizational Factors
Conclusion
Tools & Capabilities
• Competency Mapping
• Communities of Practice
• Intranet
• Vision
• Culture of Collaboration
ForBreakthrough Innovation (2004)
Summary
PDMA Toolbook 3 (2007)
PDMA Toolbook 3: Ch. 13 Recap
2007
Knowledge and its Creation
Tacit knowledge: lies beneath the surface of conscious thought and is derived from a lifetime of experience, practice, perception and learning. It is context-specific, personal, hard to formalize and stored semi-consciously and consciously in peoples’ heads. Aka it is ‘second nature’ to each.
Explicit knowledge: can be transferred through language(speech, writing and graphics). It is codified, structured, accessible to people other than the creator of that knowledge.
Knowledge is information combined with experience, context and reflections that may be used to make decisions and take actions. Its creation is a human act and for an individual it is the interpretation of the information based on their mental models.
From Peter Senge, The Fifth Discipline
2 TYPES of KNOWLEDGE
Relevant TACIT Knowledge from the Individuals’ MENTAL MODELS
EXPLICIT Representations of the Team’s Collective TACIT Knowledge
2013 Update: Boost the Robustness of Tacit Knowledge Exchange
Visual Thinking TechniquesFacilitated
Group ProcessKnowledgeModeling
TransformedInto
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deg rees of fr eedom i ncl ude
perm eab ili ty, mix coat ing s ,
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st r ateg i es t o t ar get t o s ite
de sig n sy ste m to ac h ie v e
s ite ta rg et stra te g y
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Su st ain ed or Co nt rolled Deli very
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tra n sd e rm al
Pare nte ral(inje ctio n)
F requen cy
lim ite d by GI tra n sit tim e
4,2 , 1 p er a day1 p er week
co at ed act ive, pill or tab let sused for
tre at disea ses
of t h e colo n
siz e and sh ap e o f pill or t abl e t imp act c oa ting a nd
th us p ropert ies
Ta rget ed d el iv ery of drugs t o d iff eren t segment s of G I t ract
sma ll inte sti ne
l arge inte sti ne
dru g s react t op ical l y so i t i s i mp ort a nt to t a rget
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t o t he si t e o f act i on
inf lamm at ory bo we l
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pac king an d dist r ib uti on
coa ting
app roved an d extens ively v ett ed pol ym ers
pr oduce po ly mer coati ng syst em
imp ac ts tes ting, cl i ni cal qual i ty contr ol
Diffe re nt sy s tem s s we ll a t diffe re nt rate s , re ac t to
differe n t p H,p oly me r d e g ra d es in the co lon , . . ..
Ve tted addit ives
Go al s et ba s e d o n dis ea s e a nd
ac tiv e ing red ien t mo de o f a c tio n
Pa pe r ex e rc is e
di ffe re nt chemi cal classes wit h
di ffe re nt ph
trig ge rs
use a l ot of the m et hyl ac ryl ic aci d co-
poly mer s
suppl ier manipu lat es the s ide g rou ps to m ake th em pH sensit i ve
m ak e imp erme able
to water
5 to 10 cl asses
thic kn e ss is a d e g re e o f fre e do m to im pa c t
p ro p erties of rele a se
can im pact wa te r solubil ity
pro cess fo r ap ply in g co at in g t o make mo r e
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act i o n
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pi ck the sh ap e t hat m in im izes angles , m ore a cu te more of a
pr ob lem
simple d is s olutio n te s ting , ph to s cr e en a nd
e sta blis h pre lim inar y th ickne ss
rel ea se mu ch m or e com pl ex in hum ans, som et im es depends o n dise ase s tat e. ul tim ately m ust
te st in v ivo.
wa nt a s unifo rm a s pos s ib le
ca n't make tabl et s i nto spher es
L oo k f or poly me rs t hat sur vive the s tomach bu t
rele ase i n GI (
ot he r poly mers will
re lea se in sto mac h and won 't ma ke it
to t he GI
Ma ybe 15- 2 0 diff erent poly mer coat ings
are not i deal f or ou r app l ic at i on be ca use i f it was we wo ul d
suppl iers not wo rki n g on new pol ym ers but putt ing t og ether pol ym er syste ms
been a round 25 y ea r s
better co rr e latio n to dig e stio n
re lea s e
ma n y p ara me ters , ne w m od els ou t th e re bu t h av e n ot b ee n
va lida te d a nd no bu s in e s s mo d el to d riv e va lid a tio n , mo s tly do n e
Will not use new ch emcia l "re lease "
syst ems
must k ee p eve ryt hi ng as si mpl e as po ssi ble
focus sho ul d be o n ac ti ve i ngredie nt
Do n't want to compl icat e re gu lator y fi lin gs , s tabi lit y .. ..
We do not wan t t o be the fi rst to use some th ing
som et hin g c ou ld ch ang e about i t and th at woul d undo what
we have wo rked on.
air can g et entr a pp ed and
mechani ca l agit ati on in
im pa ct s co at ing relia bi lit y (Al l t able ts in batc h need t o be g ood, ev en very low defe ct
rate c an cause issu es)
co a ting de sig n is us ua lly ta r ge te d to g e t thro ug h in
vitro a nd inv iv o te sting
solvent s can
de sig n is us ually a ba la nc e be tw ee n a re lia ble c oa ting and a c oa ting tha t ha s
the r ig ht inv ivo re lea s e pro per ties
T HE MO RE REL IA BL E TH E COATI NG T HE LE SS
VAR IA BI LI TY IN MANUFACTURING,
CLI NI CAL T EST I NG , ACCURACY AND
PRE CI SI ON GOE S UP.
Harder fo r othe r compani es to m atch our prod uc t
Facilitated Group Processes
Graphic History of P&G New Story for 2015
Strategic Visioning-Future Culture for Winning
VALUES
Smart Risk Takers
Spirited FamilyOpen-minded
& agile - curious
Timeless
Passionately Purposeful
Courageous with humility
SUPPORTS CHALLENGESB O L D S T E P S
ACTION
FIVE BOLD STEPS
May 2012 Action Planning
Interview Subject Matter Experts
?
Relevant Tacit Knowledge+
Causal Linkages+
Common LanguageElucidated Context
Framework(s)
Team’s Collective Tacit Knowledge Represented
Explicitly
Created Knowledge Empowering Decision
Making & Aligned Action
……
.MOD
ELMap Share
SMThe Process
Knowledge Modeling Process
Project Dilemma
Breakthrough Technology
Strategic Decisions:1) When ready to place clinical?
2) Which formula to place to win?
P&G Knowledge Modeling Case
Formula Historical
Competitive Test 1 Test 2
Lab
Invivo
Pre Clinical
Clinical known known ? ?
ConsiderationsRespected Subject MatterExperts
Complex Technology/Biology Interactions
Different degrees of familiarityIn the product category
Frequent VP run meetingsNot getting nearer to answers
Product Test Formulations
Target ConsumerBrand Context
Feasibility Aspects
GO
Decision Sequence
Q1
Data Integration
Q2
Knowledge Modeling
Knowledge Creation for
Breakthrough Innovation: 2013 Update
Phoenix Chapter
February 26, 2013
Breakthrough Innovation requires effective Tacit Knowledge Exchange
Organizational vision, collaborative culture and tools / team start-up techniques taught by PDMA Tool books are supportive for the knowledge creation process.
Newer-- yet vetted-- methods of proactive Visual Thinking approaches bring the potential to further augment productivity despite innovation’s complexity.
Thank YOU!