In this article Stephen Dourson discusses the 40 Inventive Principles and provides examples of each principle being applied with respect to different finance 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 finance problems.
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by in on November 22, 2011
In this article Billy Grierson, Iain Fraser, Alisa Morrison, Stuart Niven and Greig Chisholm discuss the 40 Inventive Principles and provides examples of each principle being applied with respect to different chemical 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 MIT Sloan Management Review on January 07, 2009
Dan Ariely while being interviewed talks about strategies in the business world. Knowing the thought process of humans we can use strategies based on common irrationalities to cause a person to consider a product, work harder or more efficient in the work place, and work better together in groups. Overall humans are irrational and Dan Ariely gives strategies in order to direct those irrationalities.
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 on September 28, 2011
In this article Dr. Ellen Domb and Darrell Mann discuss the concept of Mass Customization and whether or not it reproduces the same solutions produced by the Contradiction Matrix, adds anything to TRIZ methods or tools, or has anything to gain from TRIZ. The concept of Mass Customization is concerned with the mass production of customizable goods and services. When comparing B Joseph Pine II’s Mass Customization concept with the methods and tools of TRIZ there were many similarities and even some instances where one out performs the other.
by in Wired Magazine on October 19, 2009
Clive Thompson talks about mental wondering and the possibilities of it being a good thing. Over the last couple of years the wondering mind has been though of as unproductive, but recent research has shown otherwise. Some experts are saying the mind wandering is not just a good task but and necessary one. When the mind wanders it's actually performing important tasks in both the temporal lobes and prefrontal cortex.
by in on September 22, 2011
In this article Joe A. Miller and Ellen Domb discuss the functionality and outcomes of two different modeling techniques when confronted with process and development problems. In order to solve a system problem it is necessary to model the system to determine the system’s functions, the relationship of those functions, and which functions are useful or harmful. Three modeling systems discussed include the problem formulator, function analysis and causal loop models. These models reach the same possible solutions but take different paths, creating different perspectives and solutions not visible with the use a singular path.
by in Harvard Business Review on March 21, 1996
Gary Hamel and C.K. Prahalad tell about the importance of looking into the future when it comes to companies. Many companies in the business world today are only looking at the short term attempting to stay a successful company. What a company really needs to do is to develop some foresight and obtain the ability to control the future of the company and redefine the industry.
by in Harvard Business Review on September 01, 1999
In this article Eric von Hippel, Stefan Thomke and Mary Sonnack talk about lead user innovation and a process that gives developers steps to breakthrough innovations. Companies for a long time have been stuck creating and innovating incremental improvements to increase sales on existing products that allow them to stay in business today. But when dealing with their long term initiatives the company hands the responsibility over to the R&D department and most of the time the results are hit or miss. With the lead user process, companies follow steps to breakthrough innovations instead of putting more money into their R&D department and hoping for the next big thing.
by in Harvard Business Review on May 01, 2006
Donald L. Laurie, Yves L. Doz, and Claude P. Sheer talk about what a company needs to do in order to increase their growth rate after it begins to fall short of expectations. The main idea this article presents involves creating a new platforms for businesses instead of developing new products. In some cases the development of products can increase growth rates, but creating new platforms is more effective in the long term.
