ALVIS for Innovation and Decision Making

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craftinginnovationtogether
c r a f t i n g i n n o v a t i o n t o g e t h e r
For Innovation and
Decision Making
Navneet.bhushan@crafitti.com
+91 9902766961

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Congratulations and Thank YOU
February 9, 2016© Crafitti Consulting Private Ltd. 2
Discover, Invent …
and then Make in
India

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OK! … Fine … But HOW to Invent?
ALVIS for Innovation and Decision Making
(a) Why Innovation Attempts Fail?
(b) ALVIS Thinking (Analytical Logical Value Inventive and Systems thinking)
(b) See Observe Understand and Live (SOUL)
(c) Scenario Planning with System operators
(d) ALVIS for new Concept creation
(e) CRAFT (communicate relate allow follow-up turn-around)
(f) Designing an innovative organization
(g) Conclusions and Q&A

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INNOVATION
CREATING SUCCESSFUL CHANGE THROUGH IDEAS
(PURPOSEFUL)
• Create/Craft -> ~IDEAS/Change with/for a Purpose -> Make it Successful
Why “Innovation Attempts”
Fail? ~ We do it the other way
• Will it Succeed?
• Apply only those solutions that will
succeed
• Superimpose the “successful” solution –
Patch work – most of the times the
system gets worse!
Success Anxiety =
Innovation Stress
Generating
“Strong Ideas”
• INVENTING
Making “Strong
Choices”
• DECISION
MAKING

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• One discipline only /
Not outside our
specialty / Looking for
Solutions where we
feel comfortable
• Result of life
experiences / Cultural
Backgrounds
• “This is the way we’ve
always done it”
syndrome
The main “Innovation Killer” –
Psychological Inertia
Main sources of Psychological Inertia:

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Industrial "Success" Curve
0
1
2
3
4
0 1 2 3 4 5 6 7 8
Stage of NPD process
Log10ofNumberofIdeas
3000 Raw Ideas (unwritten)
300 Ideas Submitted
125 Small Projects
9 Significant Developments
4 Major Developments
1.7 Launches I Success
Stevens and Burley –
Research and Technology
Management May 1997.
How many IDEAS are needed?
In 1997 - 3000 Raw
Ideas = 1 Successful
Product!
TODAY (2016)
We need more –many more
- ideas? Non-Obvious Ideas!

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How to get NON-OBVIOUS IDEAS – System
of Innovation instead of “Trial and Error”
How to Get Non-Obvious
Ideas?
•Perseverance, Patience, Burning
your hands – sometimes burning
yourself as well (Trial and Error,
Randomness, Serendipitous,
(Archimedes “Eureka” Moments),
Edison’s search for “needle in the
haystack” – one hay fiber a time !
In 1997 - 3000 Raw
Ideas = 1 Successful
Product!
TODAY (2016)
We need more –many more
- ideas? Non-Obvious Ideas!
OR …. Create a System of
Innovation
•Systematically search for ways of
overcoming barriers – by getting
relevant knowledge, getting the
mind to relevant psychological
state, Exploring systematic
“needed” change, Integrative
thinking

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Plan-Do-Check-Act (PDCA) – Deming’s
Perseverance, Patience, Burning your hands – sometimes
burning yourself as well (Trial and Error, Randomness,
Serendipitous, (Archimedes “Eureka” Moments), Edison’s
search for “needle in the haystack” – one hay fiber a time !
Analytical
Thinking (Divide
complexity into
multiple solvable
problems )
Logical
Thinking
(Informal and Formal
Reasoning)
Check it
PLAN

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INVENTION and “Method of INVENTING”
9
• New and Non-obvious Technical
Solution to a Problem (Patent Law)
– New (Novel) in the whole world?
– Non-obvious (there is an
inventive step)
– Technical solution (“techne”,
Greek for "art, skill, cunning of
hand“)
– Problem (usually a conflict,
contradiction or change)
• Our method of Inventing
TRIAL and ERROR
• INEFFICIENT PROCESS
• TIME CONSUMING
• RANDOM
• LEAVING IT TO
SERENDIPITOUS INSIGHT IN
THE MIND – ARCHIMEDES
EUREKA MOMENTS
• IDEAS COME TO PREPARED
MINDS

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An Integrated Approach – ALVIS THINKING
ALVIS
Value Thinking
(Minimize Waste –
Maximize Value)
Inventive
Thinking
(Ideality – Functions
– Resources)
Systems
Thinking
(Holistic Approach
– Exploring
Complexity)
February 9, 201610
Analytical
Thinking (Divide
complexity into
multiple solvable
problems )
Logical
Thinking
(Informal and
Formal Reasoning)

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IDEATE
EMPOWER
EXPLORE
CRAFTING
NEW
CHOICES
SEE
OBSERVE
UNDERSTAND
LIVE
REACH TO
THE SOUL OF
THE SYSTEM
ANALYTICAL LOGICAL
VALUE INVENTIVE
SYSTEMS
INTEGRATED
FIVE
DIMENSIONAL
THINKING
CRAFT THE CHANGE
Communicate Relate Allow
Follow-
Up
Turn -
Around
Crafitti’s Framework for
Innovation

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Value Thinking
“Customer Value : The perceived worth of the set of benefits received by a
customer in exchange for the total cost of the offering, taking into
consideration available competitive offerings and pricings”
Source: Fundamentals of Customer value – Prof Mohanbir Sawhney Kellog School of Management
A Need to craft a
Framework for
Defining and
Measuring Customer
Value

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Customer Value
Framework

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TRIZ – Inventive Problem Solving by
Altshuller
Teoriya Resheniya Izobreatatelskikh Zadatch• 1946 Patent
Officer in Russian
Navy
• Discovered
patterns in
patents,
published paper.
Sent to Gulag
• 1954 released,
analysed
2,500,000 patents
• Identified what
makes a
successful patent
• 1956-1985 TRIZ
formulated
• Same Problems and Solutions appear repeatedly in different
industries (Myth: My field is Unique )
• There are a series of recognizable evolution paths for all technical
systems (Myth: Evolution is Completely Random)
• Innovative solutions used theories outside their own area/industry
(Myth: Innovation happens through Deeper Knowledge)
• The most powerful solutions uncover and eliminate contradictions
(Myth: Optimization is the Focus)
TRIZ itself does not solve problems.
Problems are solved by
people. TRIZ is a theory for
solving problems based on
empirical analysis
Inventive Thinking

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TRIZ - 5 Levels of Invention
15
Increasing
Strength
Strong
Inventions –
Level 3 to
Level 5

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SYSTEM AND FUNCTION
16
• System - from fundamental principles point of view
– set of elements working together to achieve an
objective or perform a function.
– set of elements (Energy-matter organized in space-time) working together
(exchanging energy and information) to achieve an objective or perform a
function (Create Change - in Matter, Energy and Information in Space-
time).
• When the system is achieved by thought and
consciousness we make systems artificial – A
TECHNICAL SYSTEM
System

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SYSTEMS EVOLVES TOWARDS IDEALITY
17
• Altshuller was the first to realize that the direction of progress,
or technical evolution, is defined by increasing the ideality
level
• An Ideal system does not exist, but all of its functions are
fulfilled at the right time and at the right place — without
energy, substance, or other resources, and without any ill
effects.
Ideality provides an overall starting
point for thinking – rather than
searching in the current “mess”
Searching for a needle
in a Haystack!

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TRIZ LAWS OF SYSTEM EVOLUTION
18
Paths to IDEALITY
1. Law of Increasing
Degree of Ideality -
Increasing Ratio ->
Benefits/Harm (cost)
2. Law of Non-uniform
evolution of subsystems ->
Leads to System Conflicts
Trial and Error
• Technical
Contradictions
• Physical
Contradictions
• Administrative
Contradictions
• Inventive Principles
• Separation
Principles
3. Law of
Transition to
a higher
Level system
-> from
simple to
more
complex
4. Law of
Increasing
dynamism
(flexibility)
-> More
adaptable to
change
5. Law of Transition to
micro-level
-> Increasing
fragmentation
6. Law of Completeness
-> Gradual Elimination
of Human Component
7. Law of Shortening of
Energy Flow Path ->
Reduction in
Energy/Info
transformation stages
8. Law of Increasing
controllability ->
Evolution of controlled
interactions of system
elements
9. Law of Harmonization of rhythms -> Synchronization of
natural frequencies of elements

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Case Study: Patent Analysis and New Concept
Generation – using TRIZ

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Mapping the Patent to TRIZ Lines of System
Evolution – Finding Further Invention Potential
Invention
Potential

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Ideation – using progression on Lines of
Evolution

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Mapping US 7271193
to TRIZ - 5 Levels of Inventions
• Is between LEVEL 1
and LEVEL 2
Invention
• How to Make the
invention
Stronger?
– TRY to Find the
Technical
Contradictions
and unresolved
Physical
contradiction in
the System

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TRIZ found 39 system parameters and 40
Inventive Principles - An Inventive problem
is defined as a contradiction
21. Skipping
22. ‘Blessing in Disguise’
23. Feedback
24. Intermediary
25. Self-Service
26. Copying
27. Cheap/Short Living
28. Mechanics
Substitution
29. Pneumatics and
Hydraulics
30. Flexible Shells/Thin
Films
31. Porous Materials
32. Colour Changes
33. Homogeneity
34. Discarding and
Recovering
35. Parameter Changes
36. Phase Transitions
37. Thermal Expansion
38. Strong Oxidants
39. Inert Atmosphere
40. Composite Materials
1. Segmentation
2. Extraction
3. Local Quality
4. Asymmetry
5. Combination
6. Universality
7. ‘Nested Doll’
8. Counterweight
9. Prior Counter-Action
10. Prior Action
11. Prior Cushioning
12. Equi-potentiality
13. ‘The Other Way
Round’
14. Spheroidality
15. Dynamics
16. Partial or Excessive
Action
17. Another Dimension
18. Mechanical
Vibration
19. Periodic Action
20. Continuity of Useful
Action
Organized as a
contradiction
matrix

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TRIZ Way of Analyzing a Patent for Finding out
Strength and Inventive Principles
The state of art CDK inhibitor development is facing two challenges (subject matter
of US 7271193)
• improving potency of inhibitor
• improving specificity of inhibitor
Key Contradictions in problem stated prior art of
US 7271193
FORCE vs. ACCURACY
Force is the generic definition of the “binding force” or “affinity” between an
inhibitor and the enzyme (CDK). It denotes the strength of interactions between
the enzyme and inhibitors.
Accuracy defines the “specificity” challenges faced during an inhibitor design.
The two conflicting parameters can be resolved by applying the “inventive
principle”. Application of contradiction matrix results in the following inventive
principles as triggers for further improvement-3, 35, 13, and 21.
Other Key Contradictions that can be explored
FORCE vs. HARMFUL EFFECTS
AMOUNT OF SUBSTANCE vs. ACCURACY
STABILITY OF OBJECTS vs. OBJECT GENERATED HARMFUL EFFECTS

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Inventive Principles as Triggers for Ideation
Inventive Principle (3) Local quality
Change an object's structure from uniform to non-uniform, change an external environment (or
external influence) from uniform to non-uniform.
- Use a temperature, density, or pressure gradient instead of constant temperature, density or
pressure. This can give us the clue as to how to improve the existing inhibitors by employing the
density gradient let’s say of charges, during designing the nucleophilic regions in the inhibitors.
Make each part of an object function in conditions most suitable for its operation. Make each part
of an object fulfil a different and useful function.
- Inhibitor has two parts with one, it should bind strongly to the enzyme via its ATP binding pocket,
and the second part is designed so that the chemical groups are able to reach residues outside of
the ATP binding sites(1). Another way of looking at it is to design bi-substrate analogue(2).
References
(1) The AAPS Journal 2006; 8 (1) Article 25 ;Selectivity and Potency of Cyclin-dependent Kinase Inhibitors; Jayalakshmi Sridhar ,1
Nagaraju Akula, 1 and Nagarajan Pattabiraman.
(2) Nature Structural Biology , volume 8 number 1,2001,Mechanism-based design of a protein kinase inhibitor; Keykavous Parang, et
al.

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FINDING AND RESOLVING THE PHYSICAL
CONTRADICTION
• The physical contradiction which need to be resolved is inhibitor present and
inhibitor absent at the same time.
This physical contradiction can be resolved by ‘separation in space’
– Where do I want inhibitor to be present: at the site of cdk4
– Where do I want inhibitor to be absent: at the site of cdk2
• Inventive Principles recommended
– Segmentation
– Taking out
– Local quality
– Another dimension
– Other way round
– Curvature
– Asymmetry
– Nested doll
– Flexible shells/thin films
– Intermediary
– Copying

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Exploring Futures – Crafitti’s Multi-Dimensional
Multi-Perspective Methodology – 4 Steps
1. Write MULTIPLE FUTURE
SCENARIOS ( PESTEL - Political ,
Economic, Social, Technological,
ecological and legal trends)
2. EXPLORE TECHNOLOGY TRENDS
(PATENTS) – EXTRAPOLATE IF
POSSIBLE
3. IMAGINE And FORECAST FUTURE
POSSIBILITIES (Identify PONs
generate conceptual solutions
Thought Experiments, Theory of
Inventive Problem Solving -TRIZ)
4. PLAY OUT PATENTS TRENDS and
TRIZ POSSIBILITIES in FUTURE
SCENARIOS and EVALUATE USING
Analytic Hierarchy Process (AHP)
Explaining the methodology through a case study
presented at a paper at ISFL 2010 conference in Delhi.
Write future scenarios
(world in 2025)
PESTEL
trends
Technology
Trends (Patents)
Conceptualize
future
possibilities
Patent
landscaping
TRIZ Laws
of Evolution
Play
Possibilities
in Scenarios
AHP
PONs – Problems,
Opportunities and
Needs

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Four Future Scenarios – ENERGY OF INDIA
Perspective
SCENARIO Shell Scenarios WEC Study WEF Study
Holistic Organized
Systemic Empowerment
(HOSE)
Blueprints LION Pahale
Bharat
Specific Adaptive Modular
Enhancement (SAME)
Scramble GIRAFFE Atakata
Bharat
Specific Organized
Reactive Enhancement
(SORE)
Scramble LEOPARD Atakata
Bharat
Holistic Organized
Modular Engagement
(HOME)
Blueprints ELEPHANT Pahale
Bharat

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IDEATION PROCESS …
• GENERATES 100’s of RAW IDEAS
• THESE RAW IDEAS ARE CLUSTERED INTO CONCEPTS
February 9, 201629
Number of Ideas required to create a concept on an average is about 7 with the estimated standard
deviation to be 7. However, this is after eliminating 30% generic ideas. Also if we generate about 27
ideas on an average we have found we can have a new concept. Also when we combine this information
with the 1997 paper – 3000 raw ideas are needed to create a successful product – we need about 100
concepts to create a successful product.
Maximum 27 Raw Ideas will ensure a Concept

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Analytic Hierarchy Process
 Similar to Decision Matrix
approach but allows a
wider range of values in
comparison of alternatives
 Developed by T.L. Saaty
(1980)
Bhushan N. and Rai K.,
Strategic Decision
Making – Applying the
Analytic Hierarchy
Process, Springer, 2004
Google Scholar
359 International Citations of the
book – Defence, Medical,
Pharma, Software, Quality,
Manufacturing, Governance

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Analytic Hierarchy Process is a Multi-Criteria
Decision Analysis Technique
SCENARIOS Strategy Expert 1 Expert 2 Expert 3
Geo
Mean
Relative
Value of
Strategy
EnergyNets 0.453 0.524 0.476 0.484 0.485
Live Energy 0.037 0.050 0.054 0.046 0.046
Multi-Energy 0.234 0.191 0.197 0.207 0.207
Drop Energy 0.061 0.051 0.056 0.056 0.056
Modular Energy 0.215 0.185 0.216 0.204 0.205
EnergyNets 0.055 0.039 0.053 0.048 0.051
Live Energy 0.087 0.346 0.202 0.183 0.193
Multi-Energy 0.196 0.126 0.130 0.148 0.156
Drop Energy 0.296 0.290 0.196 0.256 0.270
Modular Energy 0.367 0.199 0.419 0.312 0.330
EnergyNets 0.035 0.038 0.041 0.038 0.043
Live Energy 0.275 0.136 0.155 0.180 0.203
Multi-Energy 0.176 0.345 0.148 0.208 0.235
Drop Energy 0.444 0.136 0.229 0.240 0.272
Modular Energy 0.070 0.345 0.427 0.218 0.247
EnergyNets 0.454 0.472 0.574 0.497 0.504
Live Energy 0.033 0.049 0.046 0.042 0.043
Multi-Energy 0.222 0.146 0.150 0.169 0.171
Drop Energy 0.070 0.135 0.080 0.091 0.092
Modular Energy 0.222 0.197 0.150 0.187 0.190
Holistic Organized
Systemic
Empowerment
(HOSE)
Specific Adaptive
Modular
Enhancement (SAME)
Specific Organized
Reactive
Enhancement (SORE)
Holistic Organized
Modular Engagement
(HOME)
0.00
0.10
0.20
0.30
0.40
0.50
Energy Nets
Live Energy
Multi-EnergyDrop Energy
Modular Energy
Holistic OrganizedSystemic Empowerment
(HOSE)
0.00
0.10
0.20
0.30
0.40
EnergyNets
Live Energy
Multi-EnergyDropEnergy
Modular Energy
Specific Adaptive Modular Enhancement
(SAME)
0.00
0.10
0.20
0.30
Energy Nets
Live Energy
Modular Energy
Specific Organized Reactive Enhancement
(SORE)
0.00
0.10
0.20
0.30
0.40
0.50
0.60
Energy Nets
Live Energy
Modular Energy
Holistic Organized Modular Engagement
(HOME)

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Problems Opportunities Needs (PONs)
• NEED
– Basic needs (human)
– Functional (utility)
– Emotional
– Aspirations
– Desires
– Value (arbitrary,
personal, Variable,
cultural, range of
possibilities)
• OPPORTUNITY
– A situation that presents itself
to “move-up” from “fulfilling
some need” and/or “gaining
better or more value”
– It can be created in a dynamic
situation
– It can have timeliness to it
(window of opportunity)
– It may have strategic,
operational or tactical levels
• PROBLEMS
– To meet the Need and Capture opportunities there may be
problems
– Routine, Non-Routine, “inventive” problems

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PROBLEM
SOLUTION (S)
Routine problems – All Critical Steps to a
solution are known – Standardized/Automate
CRITICAL STEPS – A step is critical if the
solver can not solve the problem
without that step
Non-Routine problems – If at least one Critical
Step to a solution is unknown –
Inventive Problem – If at least one Critical Step AND the
Solution is Unknown–
Problems
What can lead to
Inventive Problems
• Complexity of initial
solution
• Poorly defined
desirable solution
• Hidden search
directions
Technical Solution – 3 requirements
• Physically possible (as per laws of nature)
• Technically possible
• Economically Viable - Profitable

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Thinking In Time and Space
TreeSeed
ForestPlain
DNA Fruit
Coal
Timber
Pie
SYSTEM OPERATOR (‘9 Windows’) –
Breaking the Psychological Inertia
SUPERSYSTEM
PAST PRESENT FUTURE
SYSTEM
SUBSYSTEM

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INVENT STRONG - FRAMEWORK
35
• Changes in the System
Hierarchy –
New/alternative
operating principles of
the system
• Laws of System Evolution
– Resolving System
Contradiction (physical
contradiction)
– Moving along the laws of
system evolution
Paths to IDEALITY – 9
Laws of System
Evolution

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INVENT STRONG - FRAMEWORK
36
• Changes in the System Hierarchy
– New/alternative operating
principles of the system

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INVENT STRONG CASE STUDY 1
• Fluid Catalytic Cracking of Crude Oil
– Used in an oil refinery for the conversion of crude oils to
lighter products like gasoline, diesel, LPG, olefins etc.
– Earlier “function” of “cracking” was performed by
pyrolysis
– the technical difficulties due to high temperature,
catalytic cracking .
• What is the “Inventive Problem”
– function required is to break the strong bonds of large
hydrocarbon molecules.
– Typically it is done by heat – increasing the temperature.
– Catalysts have been particularly effective to enable
reduction of temperature in cracking.
37

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PATENT TRENDS INFERENCES
• Patent Search on Inventions in FCC
– most of the important sub-systems
such as catalysts, equipment and
processes for LPG and light olefin
production are in the mature phase of
evolution and the new inventions
mostly involve only slight modifications
in the existing system, such as
increasing performance and reliability,
therefore not resulting in significant
improvement in the ultimate function
to be achieved which is, increasing the
yield of LPG.
• Key Patents describe inventions
– all of the new inventions are at TRIZ
Level 1/Level2
– Last two decades NO major invention
that has changed FCC
38

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SATURATION OF INVENTIVENESS
• Saturation of inventiveness
– Inventors have not been looking at changing the operating principle of the
system for hydrocarbon cracking.
– From super-system lens we need to ask - achieving the function of
hydrocarbon cracking without FCC and without heating?
– Experts/scientists in the field who are deep into FCC, want to increase the
light olefins and LPG production only through FCC as they are trained to
do so
– typical problem that we call psychological inertia of core competence.
• Invent Strong using Super-system lens
– inference from the trends of patent filings
– find new ways of cracking the crude oil without increasing the
temperature and without using the catalysts.
– This key formulation of the inventive problem led us to search for
operating mechanisms that can break large molecules.
39

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NEW OPERATING PRINCIPLE
• Search for new operating principle for
cracking
– TRIZ lens led to US Patent number
8192591 B2, which describes a new
operating principle for cracking that
doesn’t require catalysis and in fact can be
done at room temperature.
– TRIZ advocates the strong inventions will
come from outside the field.
• A new method using radiation beams on
the crude for self-sustaining cracking of
hydrocarbons.
– This is a new “operating principle” to
achieve cracking without using the
existing method of cracking.
– It involves breaking the hydrocarbon
chains by bombarding the crude with
radiation beams.
– This changes the game.
– This is closer to a level 4 invention. This
should start a new technology for
hydrocarbon cracking.
40
From the Abstract of US 8192591B2
“The present disclosure provides a simple and
efficient method for the self-sustaining
radiation cracking of hydrocarbons. The
method disclosed provides for the deep
destructive processing of hydrocarbon chains
utilizing hydrocarbon chain decomposition
utilizing self-sustaining radiation cracking of
hydrocarbon chains under a wide variety of
irradiation conditions and temperature ranges
(from room temperature to 400.degree. C.).

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Bloating and Digestion of Bovine Cattle
• We looked at a problem of feeding bovine
cattle in large controlled cattle farms.
• Food for the cattle is given one time of the
day and there is no control on how much
each animal eats during the day.
• Feed is more than the capacity of eating/
digesting and there is no time for the
cattle to drink water as it keeps on eating
continuously.
• Inefficient daily distribution of food
ingestion by animals and low amount of
water drunk by animals leads to digestive
disorders such as acidosis or bloating.
• This can lead to even the death of the
cattle.
41
SYSTEM HIERARCHY

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Mapping the key problems to system Hierarchy
42
Key Contradiction or
System Conflict
Cattle should be given food
but it should eat only that
much that they can digest in
a specific time period.
The problem, however is,
that cattle do not have a
mechanism to give
themselves an indication of
fulfilment of the food
intake.
The physical
contradiction can be
stated that “Cattle
should eat but also not
eat”

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Directed Search from problem formulation
• From the definition of the problem,
– can the subsystem (feedstock), system (cattle) or the
super-system (delivery of the feeding process) give the
cattle an indication of enough food being taken and
asking them to stop and also drink water?
– One option is that we include something to the feed
that actually gives an indication to cattle that they
should take a break from eating.
• Armed with this conceptual solution, we did a
patent search, and interestingly, found a patent
application US 20100330187A1.
43

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Patent application US 20100330187A1.
Capsicum Food Additive and Uses Thereof
– The invention relates to a food additive that
includes, relative to the total weight thereof:
about 3.5 wt % of capsicum oleoresin
containing 6 wt % of a capsaicine and
dihydrocapsaicine mixture; about 5.5 wt % of
cinnamaldehyde; about 9.5 wt % of eugenol;
the balance up to 100% consisting of
hydrogenated vegetable oils.
– The invention also relates to the uses of said
additive for improving the daily distribution of
food ingestion by animals, for increasing the
amount of water drunk by animals, or for
preparing a food product intended for the
preventive or therapeutic treatment of animal
digestive disorders, such as acidosis or
bloating.
– This food additive is particularly adapted for
ruminants such as bovine cattle.
44
Impact and Benefits of the Invention
on system hierarchy

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“Strong Choices” – Strategic Bubble Chart
February 9, 2016
The Strategic Bubble Chart gives us a plot of all 7 concepts on Novelty-Feasibility
Plane. The size of Bubble indicates the relative business potential. The Strategic
Bubble Chart gives us a clear direction and road map for each concept.

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5 Possible Paths to INNOVATION Mapped to
Crafitti’s IC Projects
1. IMAGINE a future that is not
extrapolated from existing history
2. TRANSFORM an existing system in
some way
3. SOLVE a problem that is keeping
you tied down
4. CUSTOMER NEED - Identify a
hidden customer need and fulfill it
5. FORESIGHT - Develop technology,
business or customer foresight to
move to the next stage
February 9, 201646 ©
Project Type
Technological Alternatives
Study (TAS) on a patent
Problem Solving Projects
New Concept Development
Project
Foresight Project
Customer Value Project
ITS CUSTOMER FORESIGHT

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THE BLUEPRINT FOR NEW …. Technology
Innovation Enterprise
February 9, 2016
FORESIGHT
SYSTEMS,
INVENTIONS
AND DECISIONS
DELIVERY
INNOVATION
TECHNOLOGY
•INVENTIONS
AND PATENTS
BUSINESS
•VALUE
NETWORK
CUSTOMER
•CUSTOMER
VALUE
FRAMEWORK
SYSTEM of SYSTEMS for
Algorithmic Solutions to Problems/
Multi-Objective, Multi-Criteria,
Multi-Expert Network of Decisions
EVOLUTION
• SET-BASED
CONCURRENT
ENGINEERING
DESIGN
•ANALYTICAL/
LOGICAL/ VALUE/
INVENTIVE/
SYSTEMS THINKING
IMPROVEMENT
• KAIZEN BLITZ
INVENTING
INNOVATIVE
ENTERPRISE

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February 9, 201648
WHO IS AN INNOVATION CO-CRAFTER
An Innovation Co-Crafter is a
Simpleton, Scientist and Saint -
who starts along with people in a
system (experienced domain
experts) to reach to the SOUL of the
system. He starts every time as a
simpleton - then he becomes a
scientist and finally achieves
sainthood - reaching and delivering
a wisdom of the system to effect
change that is needed - making the
system as close to Ideal as is
possible. In this journey - he creates
systemic change along with people
in the system.

Confidential
February 9, 201649
Every time the co-crafter starts as a
simpleton who has multiple lenses to
view reality and many times creates
new lenses to look at reality - during
these adventures in wonderland he
behaves like a scientist –
experimenting, exploring,
understanding through the steps of
SOUL - See, Observe, Understand and
Live - after the simpleton has reached
to the SOUL of the system, he starts
the change process needed - a change
that impacts all around him. Slowly
the wisdom gleaned from these
becomes the new change that the
system needed and experts start
developing their expertise in the new
change!

Confidential
February 9, 201650
A co-crafter is a simpleton who becomes a scientist and then
achieves sainthood by working with a system and the people
in the system to make the system as close to an ideal system
as is possible - He has to be humble, has to accept that he
doesn’t know and actually need to reach the SOUL of the
system by learning to See, Observe, Understand and Live
(SOUL) the system. Achieving Sainthood from being a
simpleton every time is a learning process!
A co-crafter takes the organization that he works with to the
Simplicity on the other side of complexity - one has to go
through complexity. This side of simplicity will keep us
simpletons - I hope you can connect with being Simpleton as
this side of complexity - being a Saint is on other side of
complexity and exploring complexity is being a scientist!
The co-crafter takes the system through a journey of
simplicity from this side of complexity to the other side of
complexity, breaking and many times shattering the
mountains of complexity!

Confidential
KEY FINAL POINTS (in Black and White)
• Innovation Attempts Fail due to Success Stress and Psychological Inertia
• Our Approach to Solve Problems has not changed – Trial and Error
• We are trained for predominantly Analytical and Logical thinking
• Our education system has ignored the holistic integrated thinking – especially
– Value, Inventive and Systems thinking
• ALVIS Thinking (Analytical Logical Value Inventive and Systems thinking)
• Inventive Thinking – Especially the Theory of Inventive Problem solving (TRIZ)
is the most potent systematic method existing today for inventive solutions
• We however, need to Evolve further in the new era of Information and Mind
• “Inventing Strong “ is increasingly becoming the major source of long-term
value
• Organizations need to become Inventive – there is a un-articulated need for
Innovation Co-Crafters

Confidential
Contents
February 9, 2016
CRAFITTI: Your Global Innovation and IP Think Tank
Crafitti offers active collaboration to craft ideas
in multiple innovation contexts.

Confidential
WHAT YOU TOLD US…
February 9, 201655
• WE DON’T KNOW WHAT’S NEXT
• WE DON’T HAVE IDEAS
• WE HAVE LOTS OF IDEAS BUT DON’T KNOW WHAT TO DO
WITH THEM
• CAN YOU HELP US INVENT
• WE HAVE LOTS OF INVENTIONS BUT WE DON’T KNOW IF
THEY CAN BE PATENTED
• WE HAVE PATENTS BUT WE DON’T KNOW HOW STRONG
THEY ARE
• WE HAVE PATENTS BUT WE DON’T KNOW THEIR VALUE
• WE HAVE PRODUCT BUT WE DON’T KNOW THE MARKET
• WE HAVE PRODUCT BUT WE DON’T KNOW TO
COMMUNICATE ITS VALUE
• WE DON’T NEED INNOVATION BUT CAN YOU BRING US
CLIENTS
WE SAID
WE ALSO DON’T
KNOW
BUT TOGETHER
WE CAN FIND
OUT
AND TOGETHER
WE CREATED
ANSWERS
Crafting
Innovation
Together

Confidential
Crafitti Consulting Private Limited
February 9, 201656
Crafting INNOVATION Together
• We co-craft end-customer value
with every mind working with us by
– Enabling Emergence of NEW
– Maximizing the LIFE of EACH
IDEA
– Empowering IDEAS
– Making Innovation Happen
– Future-proofing by creating
Future insights and forecasts

Confidential
Crafitti acts through
active collaboration to
craft innovation in
multiple contexts.
February 9, 201657 © Crafitti Consulting Private Ltd.
CRAFITTI: Your Global Innovation ThinkTank
Increasing Innovation Momentum in the Enterprise
• A systematic, time-
bound, flexible,
initiative to transform
the Enterprise into
Invention Empowered
Enterprise
• Unlike other such
initiatives we work closely
with each and every mind
of the Enterprise based
on scientific methods
honed through years of
practice
• The Enterprise is self-
enabled and
empowered to adapt to
and in fact architect
positive change
continuously

Confidential
Crafitti Consulting: Background
58
• INNOVATION RESEARCH AND
CONSULTING in business, science and
technology contexts
• Started in June 2008 and was incubated
at the NSR Centre for Entrepreneurial
Learning at IIM Bangalore
• Crafitti’s frameworks provide potent
platforms to innovate in crafting
strategies, breakthrough products, new
services, technological alternatives,
patent portfolios, process design and
embedding successful change in
organizations.

Confidential
Inventive Principle (35) Parameter changes
Change the concentration or consistency. - Once certain amount of inhibitor is used up for binding
with cdk4, the formulation should able to release diluents to lessen the inhibitor effect on cdk2.
Change the degree of flexibility. - The chemical substitutions of the inhibitor based on the structural
activity relationship are employed to improve potency and specificity. Inhibitor should form
strong, and stable bond (may be hydrogen bonds) with cdk4; and inhibitor should form less stable
bond with cdk2. The selectivity is largely due to hydrogen-bonded interactions with kinase
residues.CDK4 selectivity is displayed due to the electronegative nature of its active site.
Therefore, if inhibitor contains positively charged group it binds quickly with the enzyme binding
site. At the same time, make the inhibitor flexible so that when cdk2 active site is exposed to
inhibitor, conformational change occur weakening its binding interactions with the protein. This
can be designed by repelling the inhibitor and amino acid residues at the active site of cdk2 due
to same charges (say positive charges), and conformational change occur might weaken the
interaction between cdk2 and inhibitor.

Confidential
• Inventive Principle (13) The other way round
Invert the action(s) used to solve the problem (e.g. instead of cooling an
object, heat it) - instead of competitive inhibition of the kinases make the
enzyme-substrate complex un-dissociate able.
Make movable parts (or the external environment) fixed, and fixed parts
movable. This can be employed while performing chemical substitution of the
inhibitors, substituting fixed amino acid/chemical groups with flexible ones
and vice a versa
• Inventive Principle (21) Skipping
Conduct a process, or certain stages (e.g. destructible, harmful or hazardous
operations) at high speed. -Improving the rate of association and/or
dissociation between enzyme and inhibitors.

Confidential
Innovation Crafting (IC) –
Five type of Projects
Project Type Description
Technological
Alternatives Study
(TAS) on a patent
To analyze a given Patent and explore various ways in which the invention described in
the patent can be transformed to next levels in its evolution. The methodology of
Innovation Crafting helps domain experts generate technological alternatives to a patent.
Potentially the new concepts may lead us to new patentable inventions.
Problem Solving
Projects
To solve a given technical or business problem identified, refined and explored so as to
generate robust concepts and solutions that will provide not only answers to the current
issues but also possible future needs related to problem area. Further the
solutions/concepts may lead to novel and non-obvious inventions that by definition can
be patented. The Innovation Crafting (IC) help domain experts define, explore and solve
hard to solve problems.
New Concept
Development
Project
To develop new concepts in either an unexplored field or starting from the ideal system
definition of a system in alternative future scenarios. Innovation Crafting (IC) helps
domain experts develop radically new concepts to achieve key functions in multiple
contexts, environments and futures.
Technology
Foresight Project
To develop and explore the future road maps of key technologies. This IC project, uses,
Scenarios, Laws of System Evolution and key patent maps to predict possible future paths
a technology may take.
Customer Value
Project
To penetrate the value provided to the clients/customers. A comprehensive deeper
exploration of needs of the users/clients leading to value innovation . This IC project
generally results in blue oceans concepts for the users.
February 9, 201661 © Crafitti Consulting

Confidential
February 9, 201662
Thank You!
Navneet Bhushan
Navneet.bhushan@crafitti.com
+91 9902766961
Dr. Poongothai Ramaswamy
poongothai.ar@crafitti.com (based in
Hyderabad)
+91 9963055517
Amit Kumar Mishra
amit.mishra@crafitti.com
+91 8050152702
ALVIS– INNOVATION
AND DECISIONS IN
GLOBALIZING WORLD

ALVIS for Innovation and Decision Making

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