The PDMA Handbook

of New Product
Development
Milton D. Rosenau, Jr.
Rosenau Consulting Company
Abbie Griffin
University of Chicago
George A. Castellion
sse Associates
Ned F. Anschuetz
DDB Needham Worldwide
---- f!--- G..s ~ - - - --
TECHNIQUES AND
TOOLS TO GENERATE
12
BREAKTHROUGH NEW
PRODUCT IDEAS
Gerald Haman
12.1. INTRODUCTION
If you want to develop a breakthrough new product, you first need to generate
a high volume of creative ideas. That was the strategy advertising executive Alex
Osborn used when he first developed the brainstorming technique in 1941. Since
then, a wide array of techniques and tools have been designed to generate new
product ideas. These new resources have emerged from creativity and innovation
training that, according to Training magazine's annual surveys [3], grew about
1000 percent during the past decade. A key reason for this training growth has
been a need for creative ideas to fill the new-products pipeline. That pipeline
can be filled by using techniques and tools to open the faucets that control
people's imagination. Consider this chapter to be a quick training on creative
idea generation. First, you will be introduced to the advantages of using tech-
niques and tools. Second, you will learn techniques and tools (including computer
software) to expand and focus the creative minds of you and others. Experience
has shown that these methods can be used by individuals and groups in all phases
of the new product development process from strategy development to imple-
mentation planning.
12.2. ADVANTAGES OF TECHNIQUES AND TOOLS
168
Getting Started
Think "Outside of the Box"
Breakthrough new products result from thinking "outside of the box" and search-
ing through your mind and other people's heads for new insights. Techniques
and tools help you think outside the box to make new and interesting connections
and help you think creatively.
Work Through the New 3Rs
Years ago, the American educational system promoted the 3 Rs (reading, writing,
and arithmetic). \Vhen it comes to generating new product ideas; there is another
set of 3 Rs-record, recall, and reconstruct. Breakthrough new product ideas
occur when you work through the new 3 Rs, as shown in Figure 12.1. The 3 Rs
are the fundamental stages most creative minds go through when generating new
product ideas. Think of your brain as a knowledge bank where you can fill it
with deposits of new product ideas. Working through the 3 Rs is like managing
a bank account to maximize your return on ideas (ROI). The first R, record,
involves making deposits of potential product ideas in the knowledge bank The
second R, recall, is the stage when you make "withdrawals" from your bank Your
ability to recall those ideas depends on your memory and skill in recording during
the first stage. Reconstruct, the third R, involves taking the ideas that you recalled
or withdrew in stage 2 and reconstructing or reinvesting them in new combi-
nations, configurations, or formulations. It is during this third reconstruction
stage where you "yield the dividends" of the ideas in your knowledge bank and
experience a high ROI. In essence, most techniques and tools, when used prop-
erly, can help develop new product ideas by facilitating your ability to record,
recall, and reconstruct ideas.
Move Through the M-Curve
After participating in hundreds of brainstorming sessions, it was evident that one
could visually diagram the typical volume of ideas that a group generated over
11.ecor0'
12. Techniques and Tools to Generate Breakthrough New Product Ideas 169
time. The diagram for most sessions resembled the two arches from the letter
M, like the Golden Arches from McDonald's restaurants. The M-Curve is a
illustration of the volume of ideas generated over a given amount of time. Figure
12.2 shows the volume of ideas on the vertical axis and the amount of time it
takes to generate those ideas on the horizontal axis. Research showed that most
of the ideas generating during arch 1 were old ideas, while the new ideas oc-
curred in arch 2. Most important, the breakthrough ideas typically occurred near
the end of arch 2, at the end of the session. This does not mean you can skip
arch 1 and go to arch 2. The ideas generated during arch 1 are important because
they provide the basis to "reconstruct" new ideas in arch 2. Most people stop
after arch 1 because they run out of time or are frustrated with generating just
"old" ideas they may have thought about before. To maximize your productivity
while in arch 1, it is helpful to use a traditional technique such as brainstorming
to help you "record" and "recall" many of the old ideas. As time moves on and
you move onto arch 2, it is useful to use new tools and techniques to facilitate
thinking about the old ideas in new ways.
To develop breakthrough new product ideas, you should move through both
arches of the M-Curve's golden arches. The obvious question is: How do you do
it? There are two parts to answer. First, you must select an effective combination
of techniques and tools described in this chapter. Second, you should allow suf-
ficient time to move through arches 1 and 2. Most people greatly underestimate
how much time they should spend on a session.
Think on the Verge of Possibilities
Breakthrough new product ideas are the result of thinking on the edge or the
"verge" of new possibilities. Effective idea generation includes devoting time to
both divergent and convergent thinking. Divergent thinking occurs when you
expand thinking to record and recall a high volume of new or interesting ideas.
Volume
of Ideas
High
Low L._ _____ _._ ______ __.
Start End
Time Invested
170 Getting Started
This is typically followed by convergent thinking, which focuses thinking to eval-
uate and prioritize ideas. In other words, divergent thinking helps fill the new-
products pipeline with potential concepts, while convergent thinking helps you
funnel the high volume of ideas into a small group or single idea that could yield
a significant ROI.
12.3. DIVEKCiENT TECHNIQUES
Divergent thinking is often associatea with the most common idea generation
technique, brainstorming. The following guidelines should be considered when
leading brainstorming sessions or any of the more than 100 possible techniques
[2, pp. 132-207].
Divergent thinking guidelines for
brainstorming include: (1) avoid
judging or evaluating ideas; (2) rec-
ord a high volume of ideas; (3)
build on other ideas; and (4) seek
new and interesting combinations
of ideas.
12.3.1. Idea Links
Idea Links is a technique that
provides methods for producing
breakthrough and out-of-the-box
ideas. Your goal is to go out on the
verge or edge of possibilities, be-
yond brainstorming, and generate
ideas by linking thoughts with
seemingly unrelated stimuli such as key words. Idea Links categorize such stim-
ulating key words as people, places, or things. Ideas Link directions are as follows:
1. Define your problem as a question. Example: In what ways might you
develop a new cereal product that appeals to children?
2. Select an Idea Link word or phrase from the lists of people, places, or
things. Table 12.1 provides a brief list of potential Idea Link words and
phrases. You may add your own items to the lists by recalling people,
places, and things that have plenty of unique and interesting connections.
Example: Select Michael Jordan from the Idea Link People list.
3. Record a list of ideas associated (Link Connection) with the selected Idea
Link. Set a quota to encowage you to generate a high quantity and wide
variety of associations. Example: When considering Michael Jordan, you
might think of basketball, Olympics, Dream Team, Chicago, flying, Nike
shoes.
4. Choose one Link Connection and brainstorm ideas about its potential re-
12. Techniques and Tools to Generate Breakthrough New Product Ideas 171
Table 12.1 Idea Linksm: People, Places, and Things
People Places
l. Abraham Lincoln
2. Albert Einstein
3. Andy Warhol
4. Bill Clinton
5. Bill Gates
6. Cleopatra
7. David Letterman
8. Elizabeth Taylor
9. Elvis Presley
10. Georgia O'Keefe
11. Helen Keller
12. Hulk Hogan
13. Jesse Jackson
14. Joe DiMaggio
15. Madame Curie
16. Madonna
17. Mahatma Gandhi
18. Marilyn Monroe
19. Michael Jackson
20. Michael Jordan
21. O.J. Simpson
22. Oprah Winfrey
23. Princess Diana
24. Robin Hood
25. Thomas Edison
Buckingham Palace
Disney World
Egyptian pyramids
Eiffel Tower
Empire State Building
Gas station
Grand Canyon
Great Wall of China
Hawaii
Hollywood
Hospital
Las Vegas strip
Moscow
Niagara Falls
North Dakota
Oceans
Outer space
Parthenon
Restaurants
Rocky Mountains
Rome
Sistine Chapel
The Smithsonian
Tokyo
Washington, D.C.
Things
Aspirin
Automobile
Baseball
Candle
Chopsticks
Clock
Color crayon
Compact disk
Flower
Hamburger
Hammer
Light bulb
Map
Money
Paint brush
Pencil
Phone book
Photograph
Pizza
Poker chip
Shoe
Sponge
Telephone
Television
Toilet paper
prompt you to think of round balls and a round-rimmed hoop, which trig-
gers the idea of a cereal shaped like basketball rims with fruit-flavored ball-
shaped nuggets.
5. Repeat step 4 until time runs out or you have discussed all the Link Con-
nection's relationships to the problem. Example: Flying may make you think
of rocketing to outer space and seeing the planets and stars, which triggers
the idea of a cereal called Galaxy that is shaped like planets and stars and
has out-of-this-world flavors.
12.3.2. Idea Exchange
The Idea ExchangeTM, sometimes called Brainwriting, provides a structure for
building on different ideas in a quiet, nonjudgmental setting that encourages
reflection. During this technique, participants do not talk to each other but in-
stead, record their ideas on blank paper. Directions are as follows:
l. Distribute a blank paper to each person and put an extra sheet in the
172 Getting Started
2. Review the brainstorming and divergent thinking guidelines (described ear-
lier in this article).
3. Write the problem or a question on top of the blank sheet.
4. Record three ideas and then exchange it for another paper in the middle
of the table.
5. Review the ideas recorded by other people on the worksheet and then add
three more new ideas that come to mind or that were prompted by other
people's ideas.
6. Repeat steps 4 and 5 until the time is up or the sheets are filled with ideas.
The Idea Exchange is a great alternative to traditional brainstorming because
it gives people who are uncomfortable talking in front of a group an avenue to
share their ideas and helps them avoid being intimidated by highly creative peo-
ple who dominate the discussions. Additionally, the flow of ideas is not inhibited
by the facilitator's ability to record ideas, as the ideas are already recorded on
the individual papers, making it easier to compile the ideas in a follow-up report.
12.4. CONVERGENT TECHNIQUES
After diverging, convergent thinking is needed to evaluate and prioritize ideas.
This requires a more analytical, logical, and left-brained approach, which can be
Guidelines for convergent tech-
niques include: (1) identify positive
aspects of ideas first; (2) follow a
deliberate system or plan for evalu-
ation; (.3) consider unique and in-
teresting ideas; and (4) keep on
track.
a big adjustment after the right-
brained divergent thinking.
Whereas divergent thinking in-
volved going "outside of the box,"
convergent thinking often involves
going back "inside" the box to an-
alyze ideas and make decisions.
Convergent thinking techniques
involve organizing thoughts in
ways that help you compare and evaluate ideas. In this section you will learn
how to use stoplight voting, thought organizers, and a matrix converger to foster
convergent thinking.
12.4.1. Stoplight Voting
Stoplight voting fosters convergent thinking by giving pmticipants a quick method
for voting on their preferences. The following steps will help you apply this
technique:
12. Techniques and Tools to Generate Breakthrough New Product Ideas 173
l. Display a list of previously generated ideas on wall or flip charts.
2. Distribute green self-adhesive dots (one dot for every 10 ideas that are
listed) to each participant.
3. Evaluate ideas by having participants stick green dots next to the ideas they
prefer. Green dots will be used to mark ideas they want to "go" forward
with and pursue. If they strongly support an idea, they can put several or
all of their green dots next to it.
4. Count the total number of votes for each idea. Ideas with the highest
number of green "go" dots warrant further discussion and development.
Option: Distribute one or more "red" dots to each participate. Give them the
option to put a red dot next to ideas that they want to "stop" or that they do not
support.
12.4.2. Thought Organizers
Thought organizers are tools to help you categorize information about your ideas
into groups that can be more easily compared or evaluated. Thought organizers
are based on acronyms called SWOT, ALOU, and LCO:
SWOT
Strengths
Weaknesses
Opportunities
Threats
ALOU
Advantages
Limitations
Opportunities
Unique features
LCO
Likes
Concerns
Opportunities
174
Getting Started
Directions for using thought organizers as follows:
1. Create a list of ideas to be considered.
2. Draw lines to create four quadrants on a blank paper or flip chart. Select
a thought organizer (SWOT, ALOU, or LCO) and write the categories (i.e,
strengths, weaknesses, etc.) in each quadrant (LCO needs will use only
three).
3. Record one idea from the list at the top of paper or flip chart and record
the reactions to each category word in the related quadrant.
4. Repeat step 3 (one page or chart per idea) until your time is up or all of
the stimulus have been used and the ideas have all been recorded.
5. Compare the responses for each idea and then rank the ideas based on
analysis.
6. Discuss output with group to ensure that the technique generated results
that they find accurate.
12.4.3. Matrix Converger
One of the most efficient ways to converge is to use a matrix converger that
allows you to compare ideas according to selected criteria. Convergent thinking
requires analytical left-brained methods that are sometimes quantitative or nu-
merical. A matrix helps you synthesize data into key concepts with numbered
ratings. Figure 12.3 is an example of a matrix converger that is an ideal tool for
synthesizing large amounts of information into one document.
Follow these directions when using a matrix converger:
l. Generate and prioritize a list of evaluation criteria.
2. Create a list of ideas to be considered.
3. Record criteria on the upper section of each column in the matrix.
4. List potential ideas on left areas of the rows.
5. Rate each idea by assigning points for each criteria on a scale of 0 to 5 (0,
poor; 5, excellent).
6. Total the points for each idea.
7. Prioritize or rank the ideas based on scores.
12.5. COMPUTER TOOLS: IDEA GENERATION SOfTWARE
The computer revolution has affected the idea generation process. Over a dozen
software programs [1, pp. 180-226] have been developed during the past decade
12. Techniques and Tools to Generate Breakthrough New Product Ideas 175
Ideas
FIGUtm 12.3 Matrix converger.
and have brought us into the age of computer-enhanced creativity. Researchers
have been able to computerize the creative process and speed up the new prod-
uct development process. This software will help you record, recall, and recon-
struct ideas that are stored in your brain's bank of knowledge. Two of the most
effective programs are IdeaFisher and MindLink Problem Solver.
12.5.1. ldea.Fi.sher
The IdeaFisher was developed by Marsh Fisher, a founder of Century 21 Real
Estate. IdeaFisher contains over 700,000 ideas and 6000 questions that are ideal
for people who do not have access to the ideas of others. You simply type an
idea or concept into the IdeaBank and it will generate up to several hundred
associations. The Question Bank has several modules that are specifically de-
signed for developing ideas for new or improved products, names, advertise-
ments, and promotional materials. IdeaFisher has become a secret weapon for
many new product consultants. There are several versions of the software, in-
cluding IdeaFisher Pro and the Writer's Edge.
12.5.2. MindLink Problem Solver
MindLink is based on the popular new product development techniques pio-
neered by Synectics. Special exercises help you overcome mental blocks by using
thought-provoking graphics, literature, humor, and word associations. The latest
version includes the Thought Warehouse for creating a database of your new
product ideas. MindLink's Guided Problem Solving section makes it easy for you
176 Getting Started
to work through a proven method used in new product development. You can
even exercise your creative brain by using the "Gym" for a mental workout.
12.6. SUMMARY
The techniques and tools described in this chapter can help you fill your
products pipeline with creative ideas. They were to .help you thmk
"outside of the box" and be more effective at recording, recalhng, and recon-
structing ideas. By using divergent techniques and allowing time to
through the second arch of the M-curve, you can fill that pipehne by
a high volume of ideas. Then use the convergent techniques and. you Will be
more likely to end up with at least one breakthrough new product 1dea. .
You have a golden opportunity to learn more. This chapter JUSt
a few techniques and tools from a potential selection of hundreds of
options. Invest the time to learn more about by read1.ng
a books or articles, listening to tapes, and attending trammg semmars. Your m-
vestment in learning about creative thinking will yield a significant return on
ideas and ensure a continuous flow of successful new products.
REFERENCES
1. Parnes, s. Sourcebook for Creative Problem Solving. Buffalo, NY: Creative Education Foundation
Press, 1992.
2. VanGundy, A. Idea Power. New York: Amacom, 1992. . . . .
3. Zemke, R. Annual training industry survey. Training, Lakewood Pubhcations, Mmneapolis, MN,
October editions from 1985 to 1995.
12. Techniques and Tools to Generate Breakthrough New Product Ideas
177
Gerald Haman
Creative Solutions International
Gerald Haman is president of Chicago-based Creative Solutions International
(CSI). Prior to founding CSI, worked for Procter & Gamble and Arthur Ander-
sen. Haman's diverse background also includes experience as a university instruc-
tor, award-winning inventor, and concert producer for Grammy award-winning
musicians. He has created solutions and resources that have been used by cus-
tomers in over 100 Fortune 500 corporations and in 17 countries. Haman's cre-
ativity tools and expertise have been recognized in over 50 publications including
Fortune, Success, and U.S. News & World Report. He has received numerous
awards for his creative ventures including recognition by the United States Con-
gress and participated the Presidential thinktank conference on The Future of
The American Workforce.