CFDatabase

65687201

Concept Fan

Specific, concrete ways of putting a concept to work Code # Ideas L

General method or way of doing something Concepts #

Very broad concepts or approaches Travel North Directions L

High Level Process Flow Arrive at Destination Objective Well-designed and executed work processes

Car, train, plane, walk, etc. Travel roads, rails, etc.

A1A1 1 In-Process Indicators

Improve flow of Ensure accurate material information, data and A 1 handling documents through department

CFDatabase

65687201

Concept Fan

Specific, concrete ways of putting a concept to work Code # Ideas L

General method or way of doing something Concepts #

Very broad concepts or approaches Travel North Directions L

High Level Process Flow Arrive at Destination Objective

Car, train, plane, walk, etc. Travel roads, rails, etc.

Features without benefits have no relevancy; Benefits without features have no credibility.

CFExample

65687201

Concept Fan

Specific, concrete ways of putting a concept to work Code A1A1 A1B2 A1C3 A1C4 A2A1 B1A1 # Car, train, plane, walk, etc. Ideas L

General method or way of doing something Travel roads, rails, etc. Concepts #

Very broad concepts or approaches Travel North Directions L

High Level Process Flow Arrive at Destination Objective

1 Working at home 2 Wireless Network Access 3 Car pooling 4 Public transport 1 Stagger work hours 1 In-Process Indicators

A Reduce the need to travel B Working at home C Increase density per vehicle C Increase density per vehicle A Reduce peak load A Ensure accurate material handling

1 Reduce the traffic load 1 Reduce the traffic load 1 Reduce the traffic load 1 Reduce the traffic load 2 Improve flow along roads 1 Improve flow of materials through work areas

A Minimize traffic congestion A Minimize traffic congestion A Minimize traffic congestion A Minimize traffic congestion A Minimize traffic congestion Well-maintained and B executed production schedule Reduce office lead-times C which account for 50+% of overall lead-times Reduce office expenses since D they can account for 25+% of COGS

C1A1 D1A1

1 1

A A

1 1

1 How does this idea help? 2 3 4 1

How does this concept help? How can this concept be carried out? How do I get to this point (concept)?

How does this direction help? How can this direction be carried out? How do I get to this point (direction)? How do I get to this point (Objects)?

Features without benefits have no relevancy; Benefits without features have no credibility. Ideas Specific, concrete ways of putting a concept to work It must be possible to implement an idea directly idea (reduce traffic load) - working at home idea (increase density of people per vehicle) car pooling; public transportation idea (reducing the peak load) - staggering work hours Questions to ask How does this help? idea --> concept concept --> direction direction --> purpose/objective

Objective control city traffic congestion Directions ery broad concepts or approaches e broadest concept I can conceive rection - reducing the traffic load - improving the flow along existing roads Concepts al methods or ways of doing something duce traffic load) - reduce the need to travel fuc load) - increase the density of people per vehicle flow along existing roads) - reducing the peak load

CFExample

65687201

Concept Fan

How can this be carried through? direction --> concept concept --> idea

Overview

65687201

Concept Fan

Concept Fan-Achievement Technique Provides framework for generating alternative ideas framework forces alternatives by providing succession of fixed points provides new focus points concept - rewarding people who could drive into the city for choosing not to do so idea - ??? There may not yet be a feasible way of doing this. This becomes a creative focus point. Set out to find ways to do this.

Evaluation

65687201

Concept Fan

Evaluation procedure not part of creative thinking part of the assessment, judgment and decision capacity of an individual or organization concept - rewarding people who could drive into the city for choosing not to do so Disasters attributable to poor assessment of creative possibilities Judgment/decision system operating in organization should be used in final assessment of ideas produce by creativity Exception-organization deliberately decides to allocate a fixed proportion of resources to creative ideas with high potential and high risk Major Considerations Benefits What are the benefits? How large are the benefits? Where do the benefits come from? How doable are the benefits? Strong showing in the "benefit" area is required for idea to have immediate value. Feasibility Does the idea actually work? Can the idea be made to work? Resources Are the resources available for implementing the idea? The resources may include time, money, people, technology, mechanisms and motivation. An idea may be feasible in itself, but the resources may not be available to make the idea work. Fit Does the idea "fit" the needs of whomever is supported to implement the idea? The concept of "fit" includes strategy, policy, personalities, agendas and so on. Essential Factors Fall-Back Position

Evaluation

65687201

Concept Fan

Testability Risk The Final Decision Make Idea Work

EndCategories

65687201

Concept Fan

End Categories Directly Usable Ideas Ideas judged to have value and be directly usable Idea may be used immediately or after more directly usable ideas concept - rewarding people who could drive into the city for choosing not to do so only these ideas go forward to the priority decision implementation ideas still need to be subjected to testing or piloting check out idea build up basis of support for putting idea into action test results can be much more motivating than idea itself Idea workable and has value Sense that idea could be revived and used in the future Doesn't fit current needs/priorities Idea remains on Back Burner for future will consider periodically Needs More Work Serious defects/insufficiencies No fundamental impossibilities Ideas shows potential Do further logical and creative work on idea Task force may be assigned to do further work Powerful but Not Usable Idea has great power but for a variety of reasons can't be used Reasons: regulations, environmental concepts, very high risk factors, cannibalizing existing products Put ideas on file and look at occasionally since circumstances change to make idea usable Useful concepts may be taken from the idea and put into a more usable form Interesting but Unstable not "powerful" "interesting" - open up many possibilities because of effect on perception ideas stimulate and create value

EndCategories

65687201

Concept Fan

even if never used give ideas attention and keep around to review periodically Weak Value Idea is workable and fits organization Weak value and suggested benefits no reason/motivation to use such ideas value may be underestimated-proposers responsibility demonstrate higher degree of value high novelty value attract attention and interest but idea may only have novelty novelty only sufficient in world of advertising Unworkable fundamental impossibilities deserve to be rejected creative indulgence should not seek to keep such ideas alive

Benefits

65687201

Concept Fan

Benefits No benefits - not worth considering further Value resides in the idea and benefits enjoyed by those affected by idea Beauty-statue; benefits-tourists, photographers, artists and others affected by the beauty Ideas have rewarding people with a strong showing in the "benefit" area concept - immediate value who could drive into the city for choosing not to do so Full range and extent of benefits need to be spelled out clearly with the logical and information reasons given for why benefits are expected Questions to ask to find benefits: What are the benefits? How large are the benefits likely to be? Benefits(current exchange rates may be large and short-lived) Benefits(low-cost production in certain country may not last) Benefits(new financial concept may only last until competitors duplicate the concept) Who would get the benefits? directly to producer due to lower costs and better profits? buyer-terms of lower price, better quality or extra functions? better design appeals to buyer and increased sales benefit producer Concentrated detergent packs reduce handling costs for supermarkets (45%) and distributors Does new idea make life easier or more difficult for... agents and brokers? retailers? Frequent maintenance or difficult to demonstrate provide not benefits to retailers Benefits to environment may be real and also good publicity

Feasibility

65687201

Concept Fan

Feasibility Does the idea actually work? Can the idea be made to work? How much effort is going to be put into an idea to make it feasible? Ifconcept - rewarding people who could drive intomake much choosing not you perceive benefits to be considerable, then the city for more effort to to do so find way make idea work No point to go further - Some ideas not workable if they contravene some basic principle (i.e. perpetual motion machines) Idea may contravene some regulation or law Efforts keep concept and change idea legal and fits regulations Only insistence of entrepreneur may find way get it done If benefits strong enough, then determined efforts can find way to carry out idea Ex. "living benefits" in life insurance industry

Resources

65687201

Concept Fan

Resources Do we have the resources to make the idea work? time money concept - rewarding people who could drive into the city for choosing not people to do so technology mechanisms motivation Do we want to allocate the resources to this idea? What is the cost in... Who is going to... have to work on the idea? be responsible for the idea? What about the diversion of resources and effort from other activities and projects? always a matter of limited resources all valuable and workable ideas have limits to possibility they are put into action If resources available, then base decisions on priorities and comparisons Realistic assessment of resources is critical since people typically grossly underestimate the necessary resources Ideas may be feasible but lack resources to make work

Fit

65687201

Concept Fan

Fit
Does the idea "fit" the needs of whomever is supposed to implement the idea? Does the idea "fit" the type of organization? Market newcomer trying to enter market vs. large organization with enough concept - rewarding people who could drive into the city for choosing not market muscle make idea work to do so Complex/very important issue Does the idea "fit" .... of the organization? strategy policy personalities stock analysts' hopes personality and ambitions of CEO and other decision makers motivations of those immediately responsible for putting idea into action and so on "Fit" difficulty - only traditional ideas seen "fit" usual behavior of organization by definition, any new idea will not "fit" new idea must fit style and motivation of organization a very valuable and workable idea may fail if it lacks "fit" Can idea be made to fit? May be area for further effort How much effort are we willing to put into making it fit? What would be the best home for this idea? "Best home" scrutiny - way assess most suitable home for idea see where idea would fit imagine ideal home and compare it to existing organization Can we provide this sort of home? Perceived benefits of idea need to drive any effort make idea fit

Essential Factors

65687201

Concept Fan

Essential Factors Factors decide if idea is usable or not if no essential factor, throw out idea include essential factor concept - rewarding people who could drive into the city for choosing not to do so Necessary for life of idea; make idea work profitability compliance with regulations acceptance by unions defined market some arise from way idea treated adequate capitalization-vital factor-new business success Fatal Factors if idea contains these it can't work Environmental damage in many countries Price too high Hight legal costs and complications Infringement of intellectual rights Association with failing corporation perceived cruelty to animals exploitation of minorities effort my be made to get rid of fatal factors Flexibility Future condiitions, competitors behavior and costs are uncertain Values are changing Difficult-predict-certain idea will work Need for new ideas since not possible sit back avoid all risk by doing nothing Can idea be modified to adjust to changing conditions? Is the idea sufficiently flexible? If competitors respond in one way, can idea be changed meet response? If need change price, can this be done?

Essential Factors

65687201

Concept Fan

Rigid ideas not good choices so important part design process build flexibility into ideas If ideas doesn't work, can it breed whole number additional ideas take advantage of momentum? "son of Lassie" "grandson of Lassie" Can we turn a success-whole range of models? If risk pays off, how maximize success?

FallBackTestMakeWork

65687201

Concept Fan

Fall-Back Position What is it? Can we minimize losses? Can we gain anything from attempt (perhaps learn something re: market)? concept - rewarding people who could drive into the city for choosing not to do so It's prudent to design fall-back position Testability Part of design process any new idea - think of its testability Can this idea be tested... in advance by "flying a kit" or press "leakage"? by allowing soimeone else try it first? through focus groups or in-store testing? Values of Testing: See if idea works Modify idea in accordance with feedback Provide support for idea Considerable creativity necessary to design practical and persuasive test procedures Making an Idea Work Sometimes a belief that a marvelous idea so good/powerful will drag everyone along with it Belief is almost never the case so it's always necessary to "make an idea work" Someone/group makes idea work when they decide idea is worth doing and are determined to overcome obstacles/frictions Diamonds not very beautiful in raw case Diamond cutter's skill reveals diamond's beauty Set out to make ideas work to reveal value of ideas

FallBackPosn

65687201

Concept Fan

Fall-Back Position What is it? Can we minimize losses? Can we gain anything from attempt (perhaps learn something re: market)? Will failure of idea damage existing products, image or distributor relations? It's prudent to design fall-back position

Testability

65687201

Concept Fan

Testability Part of design process any new idea - think of its testability Can this idea be tested... in a pilot plant? in a consumer test market? by sampling? by consumer survey? in advance by "flying a kit" or press "leakage"? by allowing soimeone else try it first? through focus groups or in-store testing? Values of Testing: See if idea works Modify idea in accordance with feedback Provide support for idea Considerable creativity necessary to design practical and persuasive test procedures

Risk

65687201

Concept Fan

Risk Risk factor underlies all... judgments decisions evaluations Design/assessement purpose-reduce risk Types of risks that idea may fail prove much more expensive than hoped cause damage (image, product liability, distributor/customer relations) divert attention/resources vs other matters get wrecked by unforeseeable change in circumstances fail due to a failure of technology trigger very effective competitive responses more than negate idea's value fail for almost anything since future is uncertain Handle risk in these ways: be aware of possible risks design fall-back positions & damage containment systems reduce risk by testing/redesigning idea early warning systems be as informed as possible insurance quick reactions/responses spread risk with parnters/joint ventures assess risk/reward ratios Final decision re: how much risk org. willing to take once all sensible things done to reduce/contain risk If you can reduce the cost of new product introduction then there's less risk in such introduction In the end, oranizations need to make "venture' or "entrepreneurial" decisions How much available resources allocated to new ventures where potential reward is high but also risk factor? Doing nothing is acceptance of high risk through inertia vs. avoidance of risk Market loss to competitor is a risk if me-too product is too late or someone else develops new market.

FinalDecision

65687201

Concept Fan

The Final Decision Decisions often just emerge as you examine ideas. Idea must offer sufficient benefits to pursue it. Many difficulties arise when you implement idea. Consider fatal factors. Consensus opinions can gradually emerge (Japanese style decision-making) Use 6-Hat Thinking when you discuss ideas to utilize different thinking modes. Make conscious decisions if none made via evaluation process. Choose from these methods Point System Weight the different evaluation factors and each idea given points against each factor Favored ideas emerge as leading contenders Difficulties tend to arise as this system produces bland ideas since they score steadily in each area Direct Comparison Make between contending ideas or available alternatives Note points of similarity and difference Compare differing performances against evaluation criteria Advantage: Allows consideration of factors other than those on any evaluation checklist Advantage: Easier to assess ideas as a "whole" Works best on "rejection" basis Focus on risks/defects to provide rejection reasons for some contender If you focus on good points it's very difficult to reject ideas due to reluctance to put aside ideas with potential Hindsight Logic Take each idea in turn, imagine it in use and explain to audience why chosen List logical reasons why we chose idea to see if idea is strong or weak Idea's appeal may be more emotional vs. rational; hope-based vs. supportable expectations Often helps pull out ideas should be selected on grounds it can be explained Danger: reject more unusual ideas where potential is high but grounds for support not strong Emotions All decisions are emotional in the end Information/logic only put us in better position to exert our emotions Seek out emotional basis re: decisions Note basic underlying emotion that would drive a particular choice for each alternative

FinalDecision

65687201

Concept Fan

Fear risk/blame-basis reject ideas/feel unenthusiastic re: them can be driving force that leads to positive action getting left behind losing market share attacked by competitor Greed-positive driving force in this context; covers: willingness to grow make things happen increase market share/stock price Laziness-drives many decisions as a disinclination to do/avoid anything different preference-"quiet life" New project demands attention, extra work uncertainty and even "thinking" Reasons found to turn down ideas when basic reason is laziness Questions to ask yourself: Why do I like that idea? Why do I not like that idea? How much do fear, greed, and laziness contribute in each case? Circumstances - framework can make choices easier Under what circumstances would I... choose this idea? want to proceed with this idea? Perhaps ideal circumstances... can be provided. could never be provided.

MakeIdeaWork

65687201

Concept Fan

Making an Idea Work Sometimes a belief that a marvelous idea so good/powerful will drag everyone along with it Belief is almost never the case so it's always necessary to "make an idea work" Someone/group makes idea work when they decide idea is worth doing and are determined to overcome obstacles/frictions Diamonds not very beautiful in raw case Diamond cutter's skill reveals diamond's beauty Set out to make ideas work to reveal value of ideas

CFTemplate

65687201

Concept Fan

Specific, concrete ways of putting a concept to work Over- view Code # A1A1 1 B1A1 1 C1A1 1 Ideas L A A A

General method or way of doing something Concepts # 1 1 1

Very broad concepts or approaches Travel North Directions L A B C

Arrive at Destination - High Level Process Flow Objective

Car, train, plane, walk, etc. Travel roads, rails, etc.

Features without benefits have no relevancy; Benefits without features have no credibility.

ConceptFan

65687201

Concept Fan

Car, train, plane, walk, etc. Issues List Ideas How does this help?

Travel roads, rails, etc. Concepts How does this help? How can this be carried out? How do I get to this point?

Travel North Directions How can this be carried out? How do I get to this point?

Arrive at Destination High Level Process Flow Objects

How do I get to this point?

Features without benefits have no relevancy; Benefits without features have no credibility.

STCCF Goal Arrive at Destination (Action, Object & Purpose)

65687201

Concept Fan

How do I get to this point? Action Steps Directions (broad concept: travel north) How can this be carried out? Once I have accomplished this step, what result will I have? What is this step designed to do? How do I get to this point?

Concepts (general method: travel roads/rails/air) How can this be carried out? Once I have accomplished this step, what result will I have? What is this step designed to do? How do I get to this point?

Ideas (specific: car/train/plane) Once I have accomplished this step, what result will I have? What is this step designed to do?

STCCF

65687201

Concept Fan

Curen t Realit y Features without benefits have no relevancy; Benefits without features have no credibility.