Design of Innovation Processes

Flow from Idea to Market Launch with Higher Speed and Value, Time after Time

1st Edition - August 22, 2023
Author: Darrell Velegol
Language: English
Paperback ISBN:
9 7 8 - 0 - 3 2 3 - 9 0 4 6 5 - 0
eBook ISBN:
9 7 8 - 0 - 3 2 3 - 9 0 4 6 6 - 7

Design of Innovation Processes: Flow from Idea to Market Launch with Higher Speed and Value, Time after Time introduces the concept of seeing innovation as a type of process m… Read more

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Design of Innovation Processes: Flow from Idea to Market Launch with Higher Speed and Value, Time after Time introduces the concept of seeing innovation as a type of process manufacturing operation and offers a coherent set of principles that will accelerate innovation in the chemical processing industries. The book provides actionable practices for innovating chemically related products and services faster, and with higher value. The author shows that by coordinating an Integrated Innovation Team (IIT) consisting of R&D, marketing, manufacturing, regulatory, toxicology, analytical, legal, finance, VP-level leadership, sustainability, and other functions, it's possible to increase innovation throughput.

The author, Dr. Darrell Velegol, Distinguished Professor of Chemical Engineering at Penn State University, sees ineffective innovation processes as the reason why chemical process industries are growing less than industries like digitech, hence he provides valuable information in this updated resource.

Cover image
Title page
Table of Contents
Copyright
Preface
Reference
Acknowledgments
Chapter 1. Overview. Use process manufacturing principles for innovation
Abstract
No products in 20 years … a case for needing an innovation process
Core idea: go from “genius,” “accident,” or “gut feel” to repeatable processes
Service. Starting from your future voice of the customer, create-test prototypes
Team. Commision a mostly connected and functionally diverse team
Risk. Express risk or contentious points as questions and hypotheses
Ends. Focus your limited attention on one big “Yes”
Action. Review the Adaptive Execution document every single day
Monitoring. Ask each team member to account for one number
Selection. Decide among alternatives with algorithms
Launch. Nucleate a seed of 2 or 3 people who will commit to try “process”
References
Further reading
Chapter 2. Service. Create for the future voice of the customer
Abstract
Service. Starting from your Future Voice of the Customer, create-test prototypes
Definitions. My view of the words innovation, profit, and innovation processes
Capacity. Step-by-step to open some capacity if you’re short on resources
Commitment. Set your launch date and budget
FVoC. Hypothesize the required “Jobs to be Done” of the FVoC
Generating creative ideas. Write down ideas as individuals!
Prototypes. Iterate ideas into entire preliminary offerings
Evaluation. Prioritize your ideas, eventually by algorithm
Algorithm. Increase your investments profitably by learning faster
References
Further reading
Chapter 3. Team. Commission an already-connected team
Abstract
Connect your people into a process-oriented Integrated Innovation Team
Stage-Gate. It is widely used, but you must modify it to overcome key challenges
Integrated Innovation Team. Broad expertise to beat complexity
Attitude. Promote traits that promote innovation
Caring. Caring for your team might be the hardest skill to learn
Kinetics of team growth. Forming a team of n people requires time or catalysts
Growth time. Your team must balance production and production capability
Barriers. What keeps organizations “stuck with slow”?
Competition. Focus on your team first, and use competition to your advantage
Algorithm. Chemical Game Theory can guide decision-making
Reference
Further reading
Chapter 4. Risk. Identify risk and frame it as questions
Abstract
Risk. Frame uncertainties as questions
Hypotheses. Generate Multiple Hypotheses for each question
Estimate payback, probability, and growth for each hypothesis
Algorithm. For each question, seek to disprove low-probability hypotheses first
References
Chapter 5. Ends. Focus attention on one big “Yes”
Abstract
A key to innovation leadership is to focus well and avoid the rest
Idea: Set your VIG to begin with the end in mind
Lead and lag goals. Act on the lead goals to reach the lag goals
VIG → 5-7 BIGs, which you can adapt later
Projects run over budget and time for known reasons
Have others pull your goals, and you refine them collaboratively and iteratively
Focus! Set your WIGs and DIGs
Set goals using payback criteria
References
Chapter 6. Action. Charge each team member to guard one number
Abstract
Plan the work, and work the plan
AdEx doc. Centralize all communications in one place that you check often
Your number. Have each member of the IIT track and guard one number
Adaptation. Use Adaptive Execution each week and day to increase speed
Algorithms. Promote high-growth work and avoid or purge inert tasks
References
Chapter 7. Monitoring. Track metrics that indicate winning and losing
Abstract
Scoring the innovation game is harder than scoring baseball
Idea: Create and track a scoreboard that shows wins and losses at a glance
Scoreboard integrity. Charge someone with upholding this!
Process control. Well-known control problems can creep into your processes
References
Chapter 8. Selection. Choose where to focus and where to avoid
Abstract
Idea: Use algorithms to guide innovation betting
Measurements. Delphi estimates of hard-to-measure parameters
Portfolios. Use the KC to assess multiple bets at once
The Kelly Criterion can also account for learning
Fundamental equation of innovation
Optimal Stopping. Use the OptStop algorithm to limit long searches
OptStop looking for best expectation value
Further reading
Chapter 9. Launch. The step-by-step, end-to-end process for design of innovation processes
Abstract
Organizational change. Sense the urgency
Foundational principles of this book
Op 1. Do the diagnostic tool with a small group
Op 2a. If you’re short on resources, open some capacity
Op 2b. Seed commitment to build a prototype for one FVoC
Op 3. Commission your IIT
Op 4. Frame risk as a set of VQs and MHs
Op 5. Draft a VIG and BIGs for one customer or project
Op 6. Review the AdEx Doc every single day
Op 7. Create a dashboard of just a few metrics
Op 8. Use algorithms to guide choices
References
Appendix A: Abstract as word art
1 Overview. Use process manufacturing principles for innovation
2 Service. Create prototypes to test your Future Voice of the Customer
3 Team. Commission a mostly-connected and functionally-diverse team
4 Risk. Express risk or contentious points as questions and hypotheses
5 Ends. Focus your limited attention on one big “Yes”
6 Action. Review the Adaptive Execution document every single day
7 Monitoring. Ask each team member to account for one number
8 Selection. Decide among alternatives with algorithms
9 Launch. The step-by-step, end-to-end process for faster innovation
Appendix B: Book summaries
Chapter 1. Overview
Chapter 2. Service
Chapter 3. Team
Chapter 4. Risk
Chapter 5. Ends
Chapter 6. Action
Chapter 7. Monitoring
Chapter 8. Selection
Chapter 9. Launch
Appendix C: Cognitive biases
Service
Team
Risk
Ends
Action
Monitoring
Selection
Index

Darrell Velegol

Info to be populated in this space Darrell Velegol attended West Virginia University for his BS in Chemical Engineering, and he earned his PhD in Chemical Engineering at Carnegie Mellon University in 1997 working with Professors John L. Anderson and Stephen Garoff. In 1998 Velegol won the Victor K. LaMer Award of the American Chemical Society for the best PhD in the field of Colloid & Surface Science. He continued with a post-doc in the Center for Light Microscope Imaging and Biotechnology at Carnegie Mellon, working under Professor Fred Lanni of the Biology Department. In June 1999 Velegol joined the Department of Chemical Engineering at Penn State, where he was promoted to Associate Professor in 2005. Velegol won an NSF CAREER Award in 2000, and has continued to be funded by NSF, DOE, EPA, PRF, the Air Force, and other organizations for his work with colloidal systems, including forces and stability, directed assembly, electrokinetic flows, colloidal motors, and chemically-driven transport. His research group uses a wide range of experimental and modeling approaches. In 2009 Velegol was promoted to Full Professor at Penn State. He has won numerous teaching and research awards, and he served as ABET accreditation coordinator in his department over many years. For his research in experimental and theoretical problems in the dynamics of complex colloidal particles, Velegol was elected a Fellow of the American Association for the Advancement of Science (AAAS) in 2011 and appointed as a Distinguished Professor at Penn State in 2012. He is a member of ACS, AIChE, AEA, AAAS, and ASEE. In part of his research, he conducts value-creating studies in colloidal systems. His expertise lies in chemically-driven transport (e.g., diffusiophoresis due to salt gradients and chemical gradients), colloidal motors (i.e., self-swimming particles), colloidal forces (e.g., van der Waals, electrostatic), nanoparticle stability and transport, and colloidal assembly fabrication (e.g., by particle lithography, or stimulate-quench-fuse methods). His research requires fundamental studies in colloidal forces, electrokinetic flow modeling, and instabilities in sedimentation operations. His lab group combines experiments (e.g., video microscopy, confocal microscopy, electron microscopy, Nanofabrication, synthesis, zeta potentials), numerics (e.g., Brownian dynamics simulations, eigenmode problems), and theory (e.g., hydrodynamics, electrokinetics, colloidal forces, mass transfer). More recently, he has started to develop Econochemistry and “chemical game theory”, a re-framing of classical game theory (e.g., from Economics and Political Science) which involves using chemical engineering principles to examine questions in collective decision making, power, trust and deception, and dialogue. He teaches a Chemical Engineering technical course CHE 444 in this new field. From Fall 2013 through the present, he has co-taught a MOOC called “Creativity, Innovation, and Change”, which has enrolled over 250,000 students from over 190 nations, among the 25 largest ever. And he has published numerous books, including “Wild Scholars” in 2011 about education, “CENTER” in 2013 about imagining great dreams and winning great victories, “Physics of Community” in 2015 about chemical game theory and decision making, and most recently “Colloidal Systems” in 2016 about technical fundamentals of colloid science. His goal at Penn State is to mentor students to imagine great dreams and win great victories. In 2017 he started the Knowlecular Processes Company, in order to extend both the technical and team ideas into industry, in order to increase the value and speed of research, engineering, and decision making. The aim is to help companies become the smartest innovators in their industry.

Affiliations and expertise

Department of Chem Engineering, Penn State University, PA, USA

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