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.
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by in on November 22, 2011
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.
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 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 The McKinsey Quarterly on May 01, 2007
Lowell L. Bryan and Claudia I. Joyce talk about effective business strategies for today's market and gaining a competitive advantage. Most businesses today use metrics based on accounting earnings and returns on capital. Instead, if a business wants to grow in today's economy, they should be focused on a greater economic growth relative to worker intangibles and earnings per employee.
by in TED on March 01, 2007
In this video Bill Clinton talks about working in developing countries. Many developing countries have been dealing with health concerns. In order to deal with such concerns we need to work on processes to get cheap drugs to the people that need them. Many people believe that corruption is the biggest threat in developing countries, but bad processes are even worse.
by in Harvard Business Review on June 01, 2010
In this article Freek Vermeulen, Phanish Puranam and Ranjay Gulati talk about the downfalls of a business with little to no change. By comparing an unchanging business to high cholesterol three major non-changing areas were discussed and ways to execute change were exhibited. These areas include silos, repeated changes and over powering groups in a business. Using different change techniques in a company and keeping departments a little uncomfortable keeps resources going to the areas that need it and productivity at high levels. A business that is comfortable and unchanging is one that is not obtaining it's full potential.
by in Harvard Business Review on July 01, 1995
Rita Gunther McGrath and Ian C. MacMillan tell about discovery-driven planning and a process to successfully venture into a new business. When a business moves into an unknown market in order to expand and increase overall revenue a large amount of risk will ensue. The risk factor comes from making assumptions in an area of business unknown to the company. This article proposes Discovery-Driven Planning, proposing a specific process dealing with the many risk factors, which gives the new business venture a much better chance of success.
by in Harvard Business Review on January 01, 1995
Joseph L. Bower and Clayton M. Christensen explain how Disruptive Technologies work and the repercussions they have on industry leaders. Disruptive Technologies are dangerous because initially underestimated they end up coopting a large majority of that industry's clients when further developed. This article explains what makes a Disruptive Technology so dangerous and what current industry leaders can do to compete and keep their consumer base.
by in Harvard Business Review on July 01, 2008
Nitin Nohria, Boris Groysberg, and Linda-Eling Lee inform us about four factors directly linked to employee motivation. Many companies are not being as productive as possible due to a lack of employee motivation. This article gives examples of techniques companies can implement that develop four specific factors increasing employee motivation and productivity.
