Patterns in Innovative Change

Patterns in Innovative Change

Prof. Dr. Frank Goethals IESEG School of Management Prof. Dr. Frank Goethals - IESEG School of Management K.U.Leuven & Tias School for Business and Society

TRIZ trends?! TRIZ : (Russian for «Theory of inventive problem solving»)    

In innovation there is a limited number of principles applied over and over again We can identify fixed trends in ‘regular’ business innovations Today, I apply those trends to ICT innovations Note: a single innovation usually follows several trends (and could thus have been used as an example of other trends than the one where it is used below)

Prof. Dr. Frank Goethals - IESEG School of Management

E-book on Amazon: 20 Trends in Digital Innovations


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Trend 1


Trend 1: ‘Increasing transparancy’: for managers Steps: Opaque Transparency for management: Monitoring the work employees do

Employee working on his own computer with his own data copy

Partially transparent

See data that is entered in a central system (but employees can hide things)

Transparent Keylogger software used at Ashton Financial Process Mining Prediction Markets

Reasons for Jumps: 1. Improved employee morale/commitment 2.Improved shareholder trust 3.Improved buy-in to mission/vision 4.Facilitates open and frank dialogue 5. Improved ability to respond to change Prof. Dr. Frank Goethals - IESEG School of Management

=

9

Trend 1: ‘Increasing transparancy’: for environment Opaque


Transparent

Cash register with ‘black box’ Restaurant vs. Government

For customers

Classic cash register

How good is the service?

Social media


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Social media and blogs for after-sales-service According to Cone consumer New Media Study: 62% of social media users think they can influence a company’s decision by

expressing themselves on social media.


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Trend 1: ‘Increasing transparancy’: for environment Opaque


Transparent

Cash register with ‘black box’ Restaurant vs. Government

Classic cash register

For customers

Unclear: how good is the service?

Social media

Potential employees

Unclear: how is it to work in that company?

Online platforms


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Self – deselection of candidates At Barclays: - the visits of the site were up by 45%, - people were spending around 30% more time and were looking at more pages, - applications were down by around 55% so they received less physical applications and - hiring rate went up significantly.

In the French army: “There are less young people who come with an idealistic vision of the job compared to four years ago. Some thought they could become a soldier without having to carry a gun or would just have to help people in France or in other countries. That phenomenon is marginal today. The consequence is that, even three years ago, one soldier out of three quitted after six months, this ratio has now come down to one out of four. That is thanks to better information flows thanks to our communication strategy on social media.”


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E-commerce - Prof. Dr. F.G. Goethals

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15


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Trend 2


Trend 2: ‘Boundary Breakdown’: between employees Many boundaries

Few boundaries

No Boundaries

Between Individuals working on a specific Excel document RDP (Remote Desktop Protocol)

Sharing unstructured information

Enterprise Social Networks

Burberry Chat was the greatest uniter of the culture

Skype Translator Prof. Dr. Frank Goethals - IESEG School of Management

19

Trend 2: ‘Boundary Breakdown’: between company and its environment: give them a platform Many boundaries

Few boundaries

No Boundaries

Games industry (customers)

Market of Cosmetics (customers)

Clothing (customers)


20

Trend 2: ‘Boundary Breakdown’: between departments Steps: Many boundaries

Few boundaries

No boundaries

Reasons for Jumps: 1. Improved communications 2. Improved ability to achieve unity of purpose 3. Improve morale 4. Reduction of activities inconsistent with company vision

=


21

Trend 3


Trend 3: ‘Increasing Dimensionality’ Steps: Point

1D

2D

3D

4D

What printer do you have?

2D printer

3D printer

4D printer

What scanner do you have?

2D scanner

3D scanner

Watching

2D screen

Volumetric displays

Reasons for Jumps: 1. Improved information flow 2. Improved system adapatability 3. Greater accessibility

=

=


=

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Trend 3: ‘Increasing Dimensionality’: Augmented Reality

Point How do you buy clothes online?

1D

2D

3D

4D

Fitnect You cannot turn around


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Trend 4


Trend 4: ‘Trimming/reducing complexity’ Steps: Complex system

Elimination of non-key components

Elimination of non-key subsystems

Trimmed system

1.Transport materials 2.Produce 3.Packaging 4.Transport product 5. Resell



1.Transport materials 2.Produce

Reasons for Jumps: 1. Reduced complexity 2. Improved reliability 3. Reduced cost base 4.BUT: eliminate the muscle as well as the fat?

=

=


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Trend 4: ‘Trimming/reducing complexity’

Complex system

Buying clothes

Classic way of buying clothes


Elimination of non-key subsystem

Trimmed system

Fitnect Uniqlo mirror Hointer shop Work

Employeefriendly: Homeworking

1.Drive to work 2.Work (incl. Informal communication) 3.Drive home

Telepresence/ Tele-immersion Haptic devices Double Robotics


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Trend 4: ‘Trimming/reducing complexity’ Complex system

Interaction with devices



You need something that can touch and be touched Skinput


Trimmed system

BCI (Brain Computer Interface)

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Recruitement

Intake interview (keep listening, even if very bad candidate)

Buying train tickets

At Ticket Window



Trimmed system

Sonru / Webcand system (no need to move / fix time schedules / listen if bad) => Delete dependencies

With an SMS


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30


Recruitement

Intake interview (keep listening, even if very bad candidate)

Buying train tickets

At Ticket Window



Trimmed system

Sonru / Webcand system (no need to move / fix time schedules / listen if bad) => Delete dependencies

With an SMS


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Trend 5


Trend 5: ‘Decrease human involvement’ Steps: Human

Human + tool

Humans buy stocks

Humans use data to analyse trends and decide on purchase

Human + semiautomated tool

Human + automated tool

Automated tool

Autonomous Tool with Autopoeisis

Black box system that does not evolve

Black box system that evolves by itself

Reasons for Jumps: 1. Reduced human drudgery 2. Less human errors 3.More accuracy = = 4. Reduced cost 5. Deliver extremes of a function outside Prof. Dr. Frank Goethals - IESEG School of Management the human range

=

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Trend 5: ‘Decrease human involvement’

Human

Human + tool

Human + semiautomated tool

Human + automated tool

Automated tool

Cars & trucks

Classic car driving

Self-driving cars & trucks

Music artists

Performing in the street

Hatsune Miku

Hiring employees

Social media for 2-way communica tion

Automated cv checks for 1st step

Check cv’s…


Autonomo us tool with Autopoeisis

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The Glass Cage (Nicholas Carr) Unfortunately, there are unintended effects of automation: - if we automate, we lose skills (and self-confidence) => once we have been replaced; that skill is lost for humans!?


35

Trend 6


Trend 6: ‘Customer expectation’

Carpets

Commodity

Product

Wool

Normal carpet

Service

Experience

Transformation

Desso-Philips carpet

Flying

Flight with inClassic flight flight entertainment


KLM Meet and Seat

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Trend 6: ‘Customer expectation’ Steps: Commodity

The form publicity is taking

Product

Service

A pure communication of information via flyers,…

People explaining things Holograms

Experience

Transformation

Advergame at CISCO Orange-Window

Reasons for Jumps: 1.More company involvement and thus profit = = 2.Less work for + better ability to + ‘wow’ creation customer build long term opportunities + 3.Greater branding relationship with customer options customer relationship 4.More added + more emphasis building based on value on quality emotion 5.More customization Prof. Dr. Frank Goethals - IESEG School of Management

= + Transfer of responsability from one party in SC to another party

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Trend 7


Trend 7: ‘Segmentation’: services for customers Steps: Single homogenous structure

1 radio station

Partly segmented structure

Highly segmented structure

5 public radio stations

Many radio stations (including commercial ones)

Segments of one

Mood variable

Adapted online radio station http://www.jan go.com/

MoodAgent; Neurowear Mico app

Reasons for Jumps: 1. More effective use of resources 2. Improve individual motivation 3. Improved = = customer responsiveness 4.Ability to respond to individual/local Prof. Dr. Frank Goethals - IESEG School of Management conditions

=

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Trend 7: ‘Segmentation’: products for customers Single homogenous structure



Segments of one

Book store specialized in topic A

Mood variable

{story adapted to your mood?} www.putmeint hestory.com


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Trend 7: ‘Segmentation’: information for customers Single homogenous structure



Segments of one

Mood variable

In-app mobile advertisements

------Geofencing-----Vs. Beacons Prof. Dr. Frank Goethals - IESEG School of Management

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Trend 7: ‘Segmentation’: information for customers Single homogenous structure



Segments of one

In-app mobile advertisements

Mood variable

{‘Affective computing’: Recognize one’s mood}

------Geofencing-----Vs. Beacons Prof. Dr. Frank Goethals - IESEG School of Management

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Notice…

Segmenting using Big Data is not just about adapting the content; it is also about adapting the form (Acquisti).


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Trend 8


Trend 8: ‘Increasing use of senses’ Steps: 1 sense

2 senses

3 senses

4 senses

5 senses …

(+ ears) Vuzix glasses

Hands for grabing, eyes for seeing packages

Reasons for Jumps: 1. More efficient communication 2.Richer customer experience 3.Greater customer involvement 4.Improved interaction control

=

=


=

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Trend 8: ‘increasing use of senses’ 1 sense Typing on a smartphone? « touchscreen » ?!

vision

2 senses

3 senses

4 senses

5 senses…

Vision + feeling (Tactus technology; Dynamic shape display)

Phones

Only Audio (1900’s)

Audio + Vision (SMS on cell phones)

Audio + Vision + Odor

Music

Listen to music

Videoclips (listen & watch)

Feel music: ‘SubPac’ Ever more senses, not limited by nature’s receptors…

Listen (with your back)


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Trend 8: ‘increasing use of senses’ 1 sense Typing on a smartphone? « touchscreen » ?!

vision

2 senses

3 senses

4 senses

5 senses…

Vision + feeling (Tactus technology; Dynamic shape display)

Phones

Only Audio (1900’s)

Audio + Vision (SMS on cell phones)

Audio + Vision + Odor

Music

Listen to music

Videoclips (listen & watch)

Feel music: ‘SubPac’ Ever more senses, not limited by nature’s receptors…

Listen (with your back)


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Trend 9


Trend 9: ‘Mono-Bi-Poly (increasing differences)’ Steps: Elements with biased characteristics

Similar elements

Element plus negative element {3D printer with melting device to recycle Printer Material}

3D printer

Reasons for Jumps: 1. More system functionality 2. Increased user convenience

1.Ability to achieve the opposite function 2.Increase operational flexibility 3.Robust system


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Trend 9: ‘Mono-Bi-Poly (increasing differences)’ Similar elements

Window

Elements with biased characteristics

Element plus negative element

Different elements

Samsung smart window


54

Trend 10


Trend 10: ‘Nesting (UP)’ Steps: Independent structure

Mailing someone to tell him you paid something.

Structure connected into higher level system

Completely integrated into higher level system

Google Wallet: attach money to email

Reasons for Jumps: 1. Reduced system complexity 2. Improved co-ordination


=

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Trend 10: ‘Nesting (UP)’

Independent structure




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Trend 10: ‘Nesting (UP)’: Smart clothes Independent structure

Bracelets/watches to trace children


Watch + GPS tracker

+ GPS + Sports clothes becoming smarter

Monitoring heartrate during the entire day


Personal coach + clothes Earring + Heart rate monitor Prof. Dr. Frank Goethals - IESEG School of Management

Smart Sensing digital shirt Smart garments (smart Yoga mat?) Biosensive Ear-OSmart

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Trend name in TRIZ Boundary Breakdown Customer buying hierarchy Dynamization Increasing Dimensionality Increasing Asymmetry Increasing transparancy Trimming/reducing complexity Decrease human involvement Customer expectation Rhytm co-ordination Segmentation Increasing use of senses Action Coordination Mono-Bi-Poly (Various) Mono-Bi-Poly (Similar) Mono-Bi-Poly (increasing differences) Design point Degrees of freedom Nesting Listening/communication

Stage 1 Many boundaries Performance

Stage 2 Few boundaries Reliability

Immobile

single connection

Point Symmetrical System

1D

Opaque Complex system

Partial Asymmetry Partially transparent Elimination of nonkey components

Human

Human + tool

Commodity Continuous action Single homogenous structure 1 sense Non co-ordinated action Mono-system Mono-system

Product Periodic action Partly segmented structure 2 senses Partially coordinated action Bi-System Bi-system Elements with biased characteristics System optimized for two operating points 2 DOF Structure connected into higher level system Pretending to listen

Similar elements System optimized for single operating point 1 DOF Independent structure Ignoring

Stage 3 No Boundaries Convenience multiple connections 2D Matched Asymmetry

Stage 4

Stage 5

Stage 6

Price completely flexible

field

3D

4D

Transparent Elimination of nonkey subsystem Human + semiautomated tool Service Use of resonance Highly segmented structure 3 senses Fully co-ordinated action Tri-system Tri-system Element plus negative element System optimized for several discrete operating points 3 DOF Completely integrated into higher level system Selective listening

Trimmed system Human + automated tool Experience

Automated tool

Autonomous tool with Autopoeisis

Transformation

Segments of one

Mood variable

4 senses Different actions during intervals Poly-system Poly-system

5 senses…

Different elements System reoptimized continuously 4 DOF

5 DOF

Attentive listening

Empathic listening


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Thank you for your attention



RSVZ en SEQUOIA Anne Vanderstappen 15 oktober 2015 SEQUOIA

Moderne overheid, kwalitatieve service

Inhoud • Voorstelling RSVZ • IT Masterplan • SEQUOIA programma •

Doelarchitectuur

•

Business drivers en processoptimalisaties

•

Governance

•

Kwaliteitscontroles

•

Insourcing / kennisoverdracht

•

Realisaties en huidige status


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Voorstelling RSVZ • Instelling van openbare zekerheid (OISZ) • Beheer van het sociaal statuut van de zelfstandigen

• Beheer van de Nationale Hulpkas : voor zelfstandigen die zich niet bij een privé sociaal verzekeringsfonds hebben aangesloten • Ongeveer 700 personeelsleden (in 2010 nog 800) • Centraal bestuur • 12 gewestelijke kantoren Moderne overheid, kwalitatieve service

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Missie van het RSVZ (BO 2016-2018) Het RSVZ is een dynamische en mensgerichte openbare instelling van sociale zekerheid, die actief en in samenwerking met de zelfstandigenorganisaties bijdraagt tot het sociaal en economisch welzijn van de zelfstandige ondernemers door hun sociaal statuut te beschermen en door de nadruk te leggen op het belang van hun sociale bescherming. Moderne overheid, kwalitatieve service

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Kerntaken van het RSVZ (BO 2016-2018)  Verzekeringsplicht zelfstandigen (nationale en internationale context )  Berekening en toekenning pensioenen zelfstandigen  Inning bijdragen inclusief beheer Nationale Hulpkas  Globaal financieel beheer van het sociaal statuut  Strijd tegen de fraude en het oneigenlijk gebruik van het sociaal statuut  Verzameling en beheer gegevens zelfstandigen en vennootschappen  Doelgerichte informatie en heldere communicatie  Studies, initiatieven en voorstellen samen met stakeholders  secretariaat Algemeen Beheerscomité. Het RSVZ kiest hierbij voor een geïntegreerde aanpak. Moderne overheid, kwalitatieve service

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Waarden van het RSVZ (BO 2016-2018) Het RSVZ hecht waarde aan :

     

zijn klantgerichtheid ; zijn objectiviteit ; zijn mensgerichte visie ; zijn partnerships ; zijn innovatieve, efficiënte en transparante attitude ; het stimuleren van de ontplooiing en responsabilisering van al zijn medewerkers ;  zijn duurzame ingesteldheid. Moderne overheid, kwalitatieve service

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Visie van het RSVZ (BO 2016-2018) Het RSVZ ambieert, als hét kennis- en expertisecentrum voor de sociale bescherming van de zelfstandige ondernemers, de brug te zijn naar de sociale verzekeringsfondsen en andere stakeholders. « Het RSVZ, uw innovatieve partner voor de sociale bescherming in een ondernemende wereld »


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Uitdagingen voor het RSVZ


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Toekomstvisie voor het RSVZ in 2012 Waarden Efficiënt en duurzaam Proactief Synergie Samenwerking Wederzijdse afhankelijkheid Intern Peoplemanagement Aantrekking en retentie Behoeften plan Empowerment Competentieontwikkeling Optimale omgeving Incentives

1. Kennismanagement 2. E-government 3. Communicatie 4. Administratieve vereenvoudiging

Extern/Klanten Ondernemers Stakeholders Empowerment Performantiemaatstaven online Proactief Rechten = draagbaar

Duurzaamheid - EMAS

Fundamenten : beleid, beheer en budget


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Toekomstvisie voor het RSVZ in 2012

E-government Standaardisering Informaticaplatformen

e-Dossier Moderne overheid, kwalitatieve service

Elektronische Informatieuitwisseling

Een administratie zonder papier 15/10/2015

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Toekomstvisie voor het RSVZ in 2012 Administratieve vereenvoudiging Geen dubbele verstrekking gegevens

“Principe = only once” “Gebruik van interne en externe databases” “Gegevens online ter beschikking stellen aan derden”


Rapport voor

einde 2015

“Motivering procedures en formulieren” “Verbeteringsvoorstellen (einddatum : 2015)”

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IT Masterplan

Belangrijkste pijnpunten IT in 2012 Volledige afhankelijkheid van 2 dienstenleveranciers met bijhorende zeer hoge budgetten • Rechtstreekse links dienstenleveranciers – Business • Geen eigen IT-visie noch IT-strategie • Architectuur in silo’s • Geen eigen functionele kennis • Ad hoc IT-processen i.v.m. projectuitvoering, helpdesk, … • Ad hoc organisatie (IT manager met +/- 20 medewerkers) •


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IT Masterplan

Eerste prioriteit: Uitvoering van een IT Masterplan met volgende focus area’s: •

IT Strategie

•

IT Sourcing Strategie met opbouw eigen functionele kennis

•

Opstellen Target Architectuur

•

IT Organisatiestructuur

•

IT Processen

•

Alignering Business/IT

•

Beheer IT projectportfolio en uitvoering projecten


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Het SEQUOIA programma als belangrijk vehikel voor de implementatie van het IT Masterplan

Het SEQUOIA programma is de vernieuwing van de “repertorium-applicaties” ARZA en ARV (Microfocus), met bijhorende B2B-stromen en workflow- en documentbeheer, technologisch gebaseerd op het bestaande PEN.NET platform (geactualiseerd)

Van silo’s naar een transversaal platform


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Sequoia Doelarchitectuur: van silo’s naar een transversaal platform

Silo-architectuur geeft aanleiding tot redundante en inconsistente logica & data, geïsoleerde business processen, workflows en user interfaces. De silo’s zijn ten opzichte van elkaar technologisch niet gestandaardiseerd. Met gevolg, een te hoge ‘Total Cost of Ownership’ Moderne overheid, kwalitatieve service

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Sequoia Doelarchitectuur: van silo’s naar een transversaal platform Interne gebruikers SVF, KSZ, RIZIV, …

Externe gebruikers SEQ.NET GUI (screens) - Client/server - Uniforme User Interface - Via Citrix

SEQ.NET B2B - Gestandaardiseerd - Vereenvoudigd - Stabiel & gemonitord

Single enterprise-wide: - Service Layer (SOA) - Business Logic implementation - Workflow Engine - Document handling

Single enterprise-wide: - OLTP (Database) - Document store Gestandaardiseerde gevirtualiseerde infrastructuur  G-cloud (SMALS)

AR (VOB + INS + INT + REP) – PEN – P2P Moderne overheid, kwalitatieve service

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Sequoia Doelarchitectuur: van silo’s naar een transversaal platform


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Sequoia Business drivers

Business value

Kostenreductie

Risicobeheersing


• Uniek transversaal elektronisch dossier • Polyvalente en gebruiksvriendelijke toepassing • Only Once (reputatie – betrouwbaarheid) • Authentieke bron (reputatie volledigheid)

• Standaardisatie technologie • Standaardisatie werkingsprocessen (IT en Business)

• Meer kennis in eigen beheer (kop & staart) • Actualisatie PEN.Net platform

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Sequoia Business Process optimalisaties

•

Tijdens Requirements Gathering en Business Analyses continu streven naar optimalisaties en bijkomende automatiseringen

•

Voorbeeld:


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Sequoia Governance – Introductie van structuren en principes

Programma/Projectstructuur

Agile principes


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Sequoia Governance – Introductie van structuren en principes Opvolg- en meeting-structuur

•

Release management

•

Testing best practices (o.m. vroeg en geautomatiseerd testen)

•

Continuous Integration

•

Source code quality checking


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Sequoia Quality Assurance

Introductie (intussen geïnstitutionaliseerd) van een standaard “Project Life Cycle”


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Sequoia Quality Assurance

Formele “Quality Gates” aan de hand van checklists:


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Sequoia insourcing / kennisoverdracht

‘Internal’/’External’: van 40/60% (2014) naar 78/22% (2018) SEQUOIA is RSVZ-INASTIs first big insourcing project including software development activities.


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• IT wil onafhankelijker worden van de dienstenleveranciers en meer kennis in huis nemen. • “Kop-staart model”: •

Voorstudie, architectuur, portfolio/projectmanagement + acceptatietesten in eigen beheer

•

Detailanalyse en ontwikkelingen kunnen nog uitbesteed worden


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Geplande evolutie en impact op kostprijs


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Roadmap: verminderen afhankelijkheid leveranciers

SEQUOIA - graduele overname beheer Overname onderhoud

BA + Dev Projectmanagement

MOUSEION - Eigen beheer


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Sequoia Realisatie kennisoverdracht door Staffing & Hands-on participatie

• SEQUOIA-staffing is mix Inno.com – RSVZ – SMALS raamcontract

• Gradueel verhoogde inbreng RSVZ - SMALS Moderne overheid, kwalitatieve service

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Sequoia Realisaties •

Eerste deel (ARV – Vennootschappen) opgeleverd in nov. 2014

•

On Time – On Budget - On Scope

•

Enkele cijfers van eerste 6 maanden (B2B)

•

Score gebruikers (op 5):


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Sequoia Verdere plannen

WP Extgegevens

EUA

WP Extgegevens

WP Transversal

15 Q1

15 Q2

15 Q3

WP Extgegevens

WP Transversal

EUA

15 Q4

EUA

16 Q1

16 Q2

16 Q3

EUA

EUA

WP Trv

EUA

16 Q4

17 Q1

17 Q2

17 Q3

17 Q4

18 Q1

(S)WP Dependencies WP Gegevensbeheer

A T

WP Aansluitingsplicht

A T A T

WP Bijdrageplicht WP Rechten

WP Attesten

EUA A T A T EUA=End User Acceptance followed by go-live !


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Bedankt voor uw aandacht

www.rsvz.be Moderne overheid, kwalitatieve service

10 1

Patterns in Innovative Change

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