In this article Dana Marsh, Faith Waters and Tabor Marsh discuss the 40 Inventive Principles and provide examples of each principle being applied with respect to different education applications. The 40 Inventive Principles were developed to allow practitioners to create solutions to problems through the use of TRIZ methodologies. Through these examples practitioners can observe the 40 Inventive Principles at work and learn to apply these methods to their own problems.
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by in on November 22, 2011
In this article Jun Zhang, Kah-Hin Chai and Kay-Chuan Tan discuss the 40 Inventive Principles and provide examples of each principle being applied with respect to different service operations applications. The 40 Inventive Principles were developed to allow practitioners to create solutions to problems through the use of TRIZ methodologies. Through these examples practitioners can observe the 40 Inventive Principles at work and learn to apply these methods to their own service operations problems.
by in on November 18, 2011
In this article Darrell Mann and Barry Winkless discuss the 40 Inventive Principles and provide examples of each principle being applied with respect to different food applications. The 40 Inventive Principles were developed to allow practitioners to create solutions to problems through the use of TRIZ methodologies. Through these examples practitioners can observe the 40 Inventive Principles at work and learn to apply these methods to their own problems.
by in on November 18, 2011
In this article John Terninko and Dr. Ellen Domb discuss the 40 Inventive Principles and provide examples of each principle being applied with respect to social applications. The 40 Inventive Principles were developed to allow practitioners to create solutions to problems through the use of TRIZ methodologies. Through these examples practitioners can observe the 40 Inventive Principles at work and learn to apply these methods to their own related social problems.
by in on September 07, 2011
In this article Jack Hipple and Steve Elliott discuss the use of TRIZ in reverse in order to develop a sound business continuity plan. A business continuity plan is developed so that in times when normal business operations are conflicted it appears as though everything is operating like normal. The use of TRIZ in reverse allows businesses to cover every aspect of their business continuity plan and discover issues that other check lists would not have noticed.
by in The McKinsey Quarterly on June 01, 2011
In this article Richard Rumelt discusses what makes a bad strategy and how to develop an effective one. Four areas are defined as bad strategic practices, in which companies routinely exercise, causing companies to not be successful. Rumelt covers these four areas of concern, and continues on to give a three step process for developing a good and effective strategy.
by in Newsweek on July 10, 2010
In this article Po Cronson and Ashley Merryman talk about the declining creativity levels of America. Since the 1990's the measured creativity level in the United States has been on a consistent decline. Theories exist that could explain the creativity decrease, but non that have been proven. Even though the causes of decline are unknown many different ideas have been tested and proven to increase creativity levels of today's youth throughout their lives. Because creativity is accepted as a necessity for success we as a country need to address the issue and become proactive.
by in Advances in Industrial Engineering Applications and Practice II on January 01, 1997
In this article Dimitris Kardaras and Gregory Mentzas looks at measuring business metrics using the Fuzzy Cognitive Map (FCM) Impact Analysis Model (IAM). Using IAM allows a company to measure many different aspects and perspectives including the three perspectives business, technological and social organization. Other things measured using IAM include two modes options (this looks at competitive purposes and diagnostic purposes) and actions. The IAM also allows managers and executives in a dynamic business world monitor performance and prevent problems while executing Business Process Re-engineering (BPR) paired with IT. This pairing allows a business to improve in leaps instead of continuous incremental improvements.
by in Harvard Business Review on November 10, 2008
In this article C.K. Prahalad and Kenneth Lieberthal talk about multinational corporations going into emerging markets such as China and India. Multinational corporations, with an imperialistic view, came into emerging markets attempting to sell their old products, and in doing so attracting only the top tear of the emerging markets. To attract the more lucrative second and third tiers they need to take in consideration brand management, the cost of market building, new product design, packaging, capital efficiency, and distribution system. If a multinational corporation succeeds their entire business will change both effecting and being effected by the emerging market.
by in Harvard Business Review on April 01, 2004
In this article Charles A. O’Reilly III and Michael L. Tushman discuss business strategies allowing companies to develop new products while continuing to performing product improvements on their current lines. These strategies involve creating a separate entity in order to develop new products working under the original business or separating and creating a new branch of the organization. Out of four different strategies the ambidextrous organization has the highest probability of success. When a company creates an ambidextrous organization they operate as a separate entity, but share resources with the original organization gaining the benefits of both inclusion and separation.
