Systematic Service · PDF fileSystematic Service Innovation 1) Setting The Scene 2)...

©2017 DLMann, all rights reserved

Systematic

Service

Innovation

Darrell Mann


Systematic Service Innovation

1) Setting The Scene

2) Discontinuity

3) Complexity

4) Stakeholder Outcomes

5) Ideally, But…

6) Resources

7) Big Data & Service Innovation

8) Contradictions

9) COBRA Process


Greater Operational

Excellence = Worse

Innovation Capability

Tomorrow’s disruption

does not come from

today’s competitors


Where Failures Happen – MNCs

Means of

Production

Route to

Market

More Ideal

Product/Service

Market

DemandCo-ordination


Where Change Failures Happen – Service Sector

Wrong

Logistics

Wrong

Channel

Wrong

Solution

Wrong

Problem

Wrong

Coordination


1. Process Innovation

(‘make better’)

2. Technology/Offering Innovation

(‘make different’)

3. Strategy/Management Innovation

(‘sell different’)

4. Leadership Innovation

(‘work different’)

Different Types Of Innovation…


Optimization & Innovation

INNOVATION

INNOVATION

INNOVATION


TIME

http://hans.wyrdweb.eu/wp-content/uploads/2007/08/Navajo-Pollen-Path.jpg


‘special world’

‘crossing the

threshold’

The Pollen Path

old system

new system

TIME


The Hero’s JourneyTIME

Joseph

Campbell


Ordinary

World

Call To

Adventure

Refusal

Of The Call

Meeting The

Mentor

Crossing The

Threshold

Tests, Allies

And Enemies

Approach The

Inmost Cave

The Ordeal

Reward

Road Back

Resurrection

Return With

Elixir

Act III

Return

Act I

SeparationAct II-A

Descent

Act II-B

Initiation

ORDINARY

WORLD

SPECIAL

WORLD

TIME


Ordinary

WorldOrdinary

World

Call To

Adventure

Refusal

Of The Call

Meeting The

Mentor

Crossing The

Threshold

Tests, Allies

And Enemies

Approach The

Inmost Cave

The Ordeal

Reward

Road Back

Resurrection

Return With

Elixir

TIME


QFD

Design forManf/Assy

Theory Of Constraints

Taguchi

AxiomaticDesign Function

Analysis

DeBono

6

Shainin

NLP

ValueEngineering

Kepner-Tregoe

Pugh

CPS

spc Kansei

MA

Simplex

Pahl/Beitz

ZBB WOIS

Osborn

VSM

Chaos Theory

Oblique StrategiesLean

TRIZ 5S

Death By A Million Tools8D

RCA

Morphological Analysis

Means-End

Analysis

Split Half

IBA

Blue Ocean

RPR

SWOT

5FORCES

FourthTurning

DesignThinking

Ladder OfAbstraction

SpiralDynamics

PESTAnalysis

SIT

FMEATPM

AFD

BoydOODA

AffinityDiagrams

FishboneDiagram

PLOTS

IBA

ThinkerToys Trend

Analysis

ScenarioPlanning

OLVMCDA

CBR

Pattern Language

Biases

Jugaad

USP

SunTzu

OAHoshin

Patterns

CATWOE

Buzan

GA

Pareto

FTCT

TyphoonOpenInnovation

ActionLearning

AppreciativeInquiry

Biomimetics

Brain-Writing

HarveyCards

LotusBlossom

Technique

Doblin

CharetteProcedure

Cynefin

FocusHurson

OsbornSSM BADIR

Crowd-Sourcing


Open

Innovation

Ordinary

WorldOrdinary

World

Call

To

Adventure

Refusal

Of The

Call

Meeting

The

Mentor

Crossing

The

Threshold

Tests

Allies

And

Enemies

The

Inmost

Cave

The

OrdealReward Road

Back

Re

su

rre

ctio

n Return

With

Elixir

TIME

QFD

Design forManf/Assy

Theory Of Constraints

Taguchi

AxiomaticDesign

Function

Analysis

DeBono

6

Shainin

NLPValue

Engineering

Kepner-Tregoe

Pugh

CPS

spc

Kansei

MA

Simplex

Pahl/Beitz

Osborn

VSM

Chaos Theory

Oblique Strategies

Lean

TRIZ

5S

8D

RCA

Morphological

Analysis

Means-

End

Analysis

Split Half

IBA

Blue OceanRPR

S

W

O

T

5

F

O

R

C

E

S

Fourth

Turning

Spiral

Dynamics

PEST

Analysis

SITFMEA

AFD

Boyd

OODA

Affinity

Diagrams

Fishbone

Diagram

P

L

O

T

S

I

B

A

Thinker

Toys

Trend

Analysis

Scenario

Planning

OLV

MCDA

CBR

Pattern Language

Biases

Jugaad

USP

Sun

Tzu

O

A

HoshinPatterns

CATWOE

Buzan

GA

Pareto

F

T

CT

Action

Learning

Appreciative

Inquiry

Biomimetics

Harvey

Cards

Doblin

CharetteProcedure

CynefinSSM

BADIR

Crowd-Sourcing

T

P

M

ZBB

WOIS

Design

Thinking


Complex Systems


“fly as close to your neighbours as possible”


“get away from the falcon”


Cynefin


‘MANAGEMENT’

Cynefin


‘MANAGEMENT’

Cynefin

INNOVATION


Cynefin


Success…


A Much Better Metaphor…?2

6


Joined-Up Innovation

Customer

Need

More Ideal

Solution

Ability of an Organisation

to successfully exploit the

solution


Customer

Need



solution

More Ideal

Solution



How was the

meal?

Fine, thanks.

we’re never

coming back

here again


Outcome Mapping


* FUNCTION = ‘JOB’ = ‘OUTCOME’

* ‘Solutions Change; Functions stay the Same’

(we will all continue to want to achieve the function

‘communication’ but we will not necessarily want a

mobile phone to achieve it)

* TANGIBLE & INTANGIBLE

F

U

N

C

T

I

O

N

A

L

I

T

Y


Customers Buy ‘Outcomes’

Tangible Intangible

Me

We

TANGIBILITY

FOCUS


move family/friends

protect family/friends

entertain occupants

minimise environment

damage

‘safe family’

‘peace of mind’

‘cool’

move me from A-B

transport goods

protect me

isolate me

reward myself

my safety

trustworthy driver

no tipping stress

not being ripped-off

Customers Buy Outcomes

Tangible Intangible

Individual

Collective/

Societal

“A man makes a decision for two reasons – the good reason and the real reason.”

J.P.Morgan


Universal Intangibles:

Tangible Intangible

Me

We

Deci, E. L., & Ryan, R. M. (1995). Human autonomy: The basis

for true self-esteem. In M. Kernis (Ed.), Efficacy, agency, and

self-esteem (pp. 3149). New York: Plenum.

AUTONOMY

COMPETENCEBELONGING


‘Moments Of Truth’

When, where and with whom are

the critical moments of customer experience?


‘Moments Of Truth’

1) Looking

2) First Day

3) Getting Here

4) Classroom

5) Discipline

6) Problem Rectification

7) PTA Meeting

8) Exams

9) Graduation/Celebration

10) Memories….

move family/friends

protect family/friends

entertain occupants

minimise environment

damage

‘safe family’

‘peace of mind’

move me from A-B

transport goods

protect me

isolate me

reward myself

my safety

empathetic-

conversation

‘woman’s touch’

Tangible Intangible

Individual

Collective/

Societal


Stakeholder A

Stakeholder B

Stakeholder C

Stakeholder D

etc

MoT 1 MoT 2 MoT 3 MoT 4 MoT 5 etc


Autonomy

Belonging Competence

Innovation Rule #1

A, B, C must all be perceived to be better


* Ideality is the over-riding driver for

system evolution

* Ideality is about increasing the good,

decreasing the bad

* Ideality = ‘Value’ = (Perceived)Benefits

(Cost + Harm)

* IDEAL FINAL RESULT – all the benefits,

none of the cost or harm

* ‘free, perfect & now’

* ‘SELF’

I

D

E

A

L

I

T

Y


IFR School

• Ideal Final Result – Everyone graduates?

• Home Schooling?

• MOOC?

• JIT Learning?

• IFR??


Innovation Strategy


IFR

Today

Achieve the FUNCTION

with zero cost or harmMOOC

School

Home-School

‘children educate

themselves’

children educate

other children?

Education – The Bigger Picture


IDEALLY…

BUT…


BUT…IDEALLY… The school needs less effort to keep clean

Pupils

CleaningStaff

Teachers

Principal


BUT…IDEALLY… The school needs less effort to keep clean

Perception

more activities squeezed into the day (e.g. after-school)

pupils don’t care

mess-maker doesn’t see/suffer the consequences

teachers too busy with other things

insufficient cleaning hours/shifts

not enough places to deposit waste

pupils bring in mess (dirt on feet, etc)

pupils sneak things into class

pupil pranks/blame someone else

rooms difficult to clean (chairs/tables clutter floor)

old infrastructure/not designed to be cleaned

generational shift of cleaners (lower motivation)

no incentive to be tidy

littering is a sign of control

uncool to be following rules

broken-window syndrome (one untreated problem triggers more)


Mapping Relationships Between Perceptions

LEADS TO…..

Identifier Perception Leads To?

A more activities squeezed into the day (e.g. after-school) C

B pupils don’t care G

C mess-maker doesn’t see/suffer the consequences M

D teachers too busy with other things H

E insufficient cleaning hours/shifts P

F not enough places to deposit waste I

G pupils bring in mess (dirt on feet, etc) I

H pupils sneak things into class I

I pupil pranks/blame someone else C

J rooms difficult to clean (chairs/tables clutter floor) P

K old infrastructure/not designed to be cleaned J

L generational shift of cleaners (lower motivation) E

M no incentive to be tidy B

N littering is a sign of control H

O uncool to be following rules H

P broken-window syndrome (one untreated problem triggers more) M


LEADS TO…..

CConsequences

Someone Else

AMore Activities

Squeezed

In To Day


IDEALLY… The school needs less effort to keep clean

BUT…

I(Pranks) Blame

Someone Else

CConsequences

Someone Else

MNo Incentive

To Be Tidy

GPupils Bring In

Mess

BPupils Don’t

Care

FNot Enough

Places To

Put Waste

HPupils Sneak

Things Into

Class

DTeachers

Too Busy With

Other Things

OUncool To

Follow

Rules

NLittering

Is A Sign Of

Control

EInsufficient

Cleaning

Hours/Shifts

JRooms

Difficult To

Clean

LCleaner

Generational

Shift (Low

Motivation)

KOld Infra-

Structure (Not

Designed For

Cleaning)P

‘Broken

Window’

Syndrome

AMore Activities

Squeezed

In To Day

LOOPS

COLLECTORS


‘Yes, But…’ Mapping Process

1) List all the ‘yes, but’ statements

2) Give each statement an identifier

3) For each statement, ask ‘which of the

others does this one lead to?’ Choose

which ONE is the best for your focus

area

4) Construct the network map

5) Focus on loops, collectors

0) Formulate ‘Ideally…’ statement


Customer

Need



solution

More Ideal

Solution



Resources


* Everything in and around a system which

is not being used to its maximum potential

is a resource

* …Even the harmful things

* Examples:-

- Pressures, Temperatures - we usually fight them!

- Resonance

- Inertia

- Competitors

- Lack of Money

R

E

S

O

U

R

C

E

S


What do you think of when we say

SCHOOL?


Thinking In Time and Space

School

Employerparent

abacus ‘Maths’

new

workers

university,

industry

AI

kinder

garten


PAST PRESENT FUTURE

SUPERSYSTEM

SYSTEM

SUBSYSTEM

SYSTEM OPERATOR (‘9 Windows’)


Resources:

Understanding People


Space-Time-Interface

Thinking Style

6. Communitarian

7. Holarchy

8. Holistic

3. Feudal

4. Order

5. Scientific

1. Survival

2. Tribal

HERO ARTIST

NOMAD PROPHET

Generation

Geography


TrenDNAb2b Trends


Everything Connected To Everything Else


Linear Trend 1

Linear Trend 2

How Linear Trend Patterns Create Conflicts

CONFLICT

EMERGES

CONFLICT

RESOLVED


Generation Cycle Research


Generation Cycle DNA

The manner in which you were raised by your parents

in turn influences how you raise your children


US/UK Generational Cycles

Strauss, W., Howe, N.,

‘The Fourth Turning: An American Prophecy’,

Broadway Books, New York, 1997.

HERO ARTIST

NOMAD PROPHET


US/UK Generational Cycles


Chinese Generation Map

Gen Map


• sceptical/critical

• not selling out

• creative problem solver using all resources

= Hausverstand

• technically interested

• safety is important, conscious

• routiners

• simplicity is useful

• anti-society/anti-political

• independent / individualist

• lack confidence (received negative feedback)

• no extremes

• efficient (tangible benefits are important)

• luxury but understatement

• steadiness (no big changes)

• best quality for best price

• family is important

• takes responsibility

• Looked down on by other generations

• (‘slacker’)

• self made entrepreneur

• live to work

GenX• brand conscious

• high expectations

• work hard if motivated

• own image: “I am the best, I am

different”

• prepared to take risks

• highly protected – especially from

failure

• if successful: I’m the hero; if not: I

want somebody to blame

• open-minded

• flexible

• open for technical innovations, but as

a user

• no learning curve, impatient

• love positive feedback

• networker (XING, alumni etc.)

• follow sense

• work to live

• don’t love routines because no

chance to be a hero

GenY


Big Data &

Innovation


What Would

You Measure If

You Could

Measure

Anything?

http://www.google.co.uk/url?sa=i&rct=j&q=measurement&source=images&cd=&cad=rja&docid=qpX112ggWshsqM&tbnid=1FpOv4yIVD5DUM:&ved=0CAUQjRw&url=http://capreform.eu/public-goods-measurement-concerns-in-the-cap-post-2013/&ei=j2I8UbCTN4yMkgW724GIAw&bvm=bv.43287494,d.dGI&psig=AFQjCNF9zmI8uh1iA7JhO4cxO6hwZAXDPA&ust=1362998274865676


Organisation Effectiveness(spoken/actual)

Organisation Efficiency(spoken/actual)

Risk

Carer Trust Reserve

Political Mood

Engagement Trust Empathy Morale

Authenticity

Popularity

http://www.google.co.uk/url?sa=i&rct=j&q=dials&source=images&cd=&cad=rja&docid=I13tPbPT2tymbM&tbnid=XIBRZSmt2Bz9VM:&ved=0CAUQjRw&url=http://openlight.com/fdui/fdui-whitepaper-html/x272.html&ei=ft0pUc_FFKOb0QXY7YGACg&bvm=bv.42768644,d.d2k&psig=AFQjCNHLbAtXbel9szlkDAkl2dqF55kuDA&ust=1361784568135508

http://www.google.co.uk/url?sa=i&rct=j&q=dials&source=images&cd=&cad=rja&docid=I13tPbPT2tymbM&tbnid=XIBRZSmt2Bz9VM:&ved=0CAUQjRw&url=http://openlight.com/fdui/fdui-whitepaper-html/x272.html&ei=ft0pUc_FFKOb0QXY7YGACg&bvm=bv.42768644,d.d2k&psig=AFQjCNHLbAtXbel9szlkDAkl2dqF55kuDA&ust=1361784568135508


Minneapolis Schools – Parent Emotions

List of Schools Analysed;

Yinghua Academy

Lake Harriet Upper School

Burroughs Elementary School

Field Elementary School

Hale Elementary School

Friedell Middle School

Schaeffer Academy

Anthony Middle School

Southside Family Charter School

Southwest Senior High School

Fair School Downtown


Intangible

Needs

under-served

over-served

Tangible Needs

under-servedover-served

Not Listening

To ParentsConstant Testing

Inconsistent Teacher Quality

Poor Communications

Teachers Seem Stressed

Not focusing on individual

Large Class Size

Bullying Not Addressed

Authoritative Culture

Teacher Turnover

Stressed Children

Minneapolis Schools – Parent Emotions

Rigid Environment

Too Much Homework


Contradiction Is The Father Of Innovation

PanSensic Contradiction Finder


PanSensic – ‘Reading Between The Lines’

Analysis Procedure

Collate

Target

Customer

Narrative

PanSensic

Analysis

Identify

Key

Frustrations

&

Contradictions

Devise

Solutions

-customer verbatims

-social media

-blogs

-articles

-etc


Contradictions


* All systems contain contradictions

* The large majority of our improvement strategies

assume ‘compromise’ and ‘trade-off’ as the

only way of dealing with contradictions

* Powerful solutions are the ones that don’t accept

the trade-offs

* There are ways of ‘eliminating’ compromise

* We should actively look for contradictions

C

O

N

T

R

A

D

I

C

T

I

O

N

S


Trade-Off versus Breakthrough Thinking

High Quality or Low Cost

Affordable or Customized

First Cost or Life Cycle Cost

Flexible or Rigid

Big or Small

Adaptor or Innovator

A or B

High Quality and Low Cost

Affordable and Customized

First Cost and Life Cycle Cost

Flexible and Rigid

Big and Small

Adaptor and Innovator

A and B


1. Design Spec/Capability/Means

2. Design Cost

3. Design Time

4. Design Risk

5. Design Interfaces

6. Production Spec/Capability/Means

7. Production Cost

8. Production Time

9. Production Risk

10. Production Interfaces

11. Supply Spec/Capability/Means

12. Supply Cost

13. Supply Time

14. Supply Risk

15. Supply Interface

16. Support Spec/Capability/Means

17. Support Cost

18. Support Time

19. Support Risk

20. Support Interfaces

21. Customer Revenue

22. Market Demand

23. Customer Feedback

24. Customer Loyalty

25. Amount of Information

26. Communication Flow

27. Convenience

28. Adaptability/Versatility

29. System Complexity

30. Control Complexity

31. Tension/Stress

32. Stability/Resilience

33. Autonomy

34. Belonging

35. Competence

36. Sense Of Progress

37. Positive Intangibles

38. Negative Intangibles

39. Trust

40. Engagement

41. Meaning

42. Ability To Measure

43. Measurement Accuracy

44. Harmful Factors Affecting System

45. System Generated Harmful Factors

Business Matrix Parameters


Contradiction Matrix

Parameter

To Be

Improved

Parameter Which

Gets Worse

‘Contradictions’ is all about identifying and eliminating

design compromises

Inventive

Principles

Length

Weight

Area

Force

etc

1,4,7


40 Inventive (Business) Principles

1. Segmentation

2. Taking Out

3. Local Quality

4. Asymmetry

5. Merging

6. Universality

7. ‘Nested Doll’

8. Counter-balance

9. Prior Counter-Action

10. Prior Action

11. Prior Cushioning

12. Remove Tension

13. ‘The Other Way Round’

14. Rotate

15. Dynamization

16. Slightly Less/Slightly More

17. Another Dimension

18. Resonance

19. Periodic Action

20. Continuity of Useful Action

21. Skipping

22. ‘Blessing in Disguise’

23. Feedback

24. Intermediary

25. Self-Service

26. Copying

27. Cheap/Short Living

28. Another Sense

29. Fluid

30. Thin & Flexible

31. Holes

32. Transparency

33. Homogeneity

34. Discarding and Recovering

35. Parameter Changes

36. Discontinuity

37. Relative Change

38. Enriched Atmosphere

39. Calmed Atmosphere

40. Composite


school

stays

clean

IDEALLY

BUT

others face

consequences

solutions already found by others

Contradiction-Solving Process


‘Remove a part of the system’

‘Remove an attribute of the system’

‘Remove a function from the system’


‘Merge two or more different systems’

‘Merge two different attributes or add a new one’

‘Merge two or more functions or add a new one’

http://www.tasarimgroup.com/tasarimhaber/resim/silver-nano-samsung.jpg


‘Turn something around the other way’

‘Turn something upside-down’

‘Fix a movable thing; move a fixed thing’

‘Reverse a sequence’

http://www.lastminute.com/


‘Remove a part of the system’

‘Remove an attribute of the system’

‘Remove a function from the system’

‘Merge two or more different systems’

‘Merge two different attributes or add a new one’

‘Merge two or more functions or add a new one’

‘Turn something around the other way’

‘Turn something upside-down’

‘Fix a movable thing; move a fixed thing’

‘Reverse a sequence’

‘Get The System to organise itself’

‘update itself’

‘manage itself’

‘make use of waste resources’


Business Matrix 2017Solving Management, People & Process Contradictions

Darrell MannDarrell Mann

Business

Matrix

2017Solving Management,

People & Process

Contradictions


Putting It All Together

Summary


Tangible Intangible

Me

We

IDEALLY…

FREE

PERFECT

NOW

(‘self’)

…BUT

Compass Outcomes But’s Resources And’s

INVENTIVE

PRINCIPLES

COBRA


Customer

Need

trenDNAUnderstanding Populations Better

Than They Understand Themselves

Darrell Mann

Yekta Özözer

Matrix 2010

Darrell Mann

[email protected]

Innovation Capability

Maturity Model:

An Introduction

Darrell Mann


Systematic Service · PDF fileSystematic Service Innovation 1) Setting The Scene 2)...

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