Our experience has been that for many organisations the weakest part of their product/service development and/or problem solving processes is the ability to generate sufficient volumes of quality ideas and concepts. This is potentially the result of the many individual, group and leadership behaviours that suppress our ability to generate ideas (see previous blogs).
This is supported by some research ‘Trends in Concept Design’ conducted by PTC (a leading provider of technology solutions) in which respondents were asked to quote the average number of design alternatives explored during the concept design stage when developing new products. The most frequent response was 3.
When asked to respond to the statement “We would benefit immensely by exploring more design alternatives during concept design”, 92% agreed.
This clearly highlights the need for more emphasis to be placed on the development of ideas and concepts earlier in the innovation process.
We also know from experience that the application of systematic thinking tools and processes deliver instant results in terms of increasing the number of quality ideas and concepts produced. To highlight this, a client recently found four workable solutions within three hours to a difficult technical problem that a team of eight engineers had been focussed on (and perplexed by) for six months by simply applying two of the numerous tools and processes that exist.
If successful systematic thinking tools and processes are easy to learn and apply, why are not more organisations focussed on their use?
As part of my on-going research into the critical success factors of innovation I would very much welcome any thoughts you may have on this.