Leading Automotive Player: Embedding Innovation DNA in R&D teamsWhat makes a good R&D team a great R&D team? Innovation capability, of course. However, Innovation muscles, just like ordinary ones, don't get built in a day! One of our customers, a leading Indian automotive player, was looking to create more inventions and inventive capability in the immediate and long term. Crafitti's 3-phase Explore-Engage-Empower process to embed innovation DNA in an enterprise was brought into action. The 3 month Explore Phase involved 7 "invention" projects and 20+ scientists, with more than 500 raw ideas culminating in 80+ patentable concepts.
Read More about Explore-Engage-Empower . . . Leading FMCG product company: Conceptualizing next generation shampoo conceptsA 3 month journey that started from a single line problem statement and eventually culminated in a set of 21 highly innovative shampoo product solution directions. What went into the inventive mix? A team of chemistry specialists (from the customer R&D unit), couple of innovation facilitators from Crafitti, our structured and holistic Lean Inventive Systems Thinking framework including TRIZ, Patent Analysis, Scenario Writing etc. and of course, a co-crafting approach - all combined into an accelerated invention reaction!
Embedded Software Technology Startup: Strengthening and expanding the invention portfolioOne of our startup customers has come up with a revolutionary concept of global business significance. However, the idea was being blocked by competitor patents, some of them owned by larger well-established companies in a similar space. Superficial IPR protection could have jeopardized business prospects in the near and long term. With our comprehensive TRIZ-based approach, we have now created a portfolio of stronger inventions (40+ new concepts from 200+ raw ideas) - a strong base for sustaining and growing the business.
Large Data and Content Provider: Crafting IdeasThis leading data and content provider wanted to generate new solution directions and roadmaps for one of their business units, also building innovation capabilities in their teams in the process. More than 30 senior associates came together over 4 days to work through our Idea Crafting process to generate more than 300 ideas, later clustered into 5 key strategic initiatives. Read more about how our Idea Crafting Process builds strong solutions without rejecting or eliminating a single idea!
A Kaizen Blitz in 10 days!A 5 member IT Security Services team of a large MNC, despite the existence of online tools to initiate, process and track requests, was feeling continuousy overworked. Was the team understaffed or inefficient? Where did the gaps lie and how were these to be fixed?
Read the Kaizen Blitz report . . . |
Leading Global Consumer Electronics Player: Inventing new technology concepts3 invention projects (in different highly competitive technology areas) completed in a period of 2 months, with 700+ raw ideas culminating in 70+ new concepts. Our structured invention approach radically improves idea productivity of domain experts, irrespective of which domain they belong to!
Leading Indian Petroleum PSU: Inventing around a patentWhile conducting a 2 day workshop on "Strengthening Enterprise Patent Portfolio", we took up a live problem to illustrate our structured "How to Invent" process. The seed problem was a key patent nearing its end of life, and no immediate successors in the company's patent pipeline. A group of 20 scientists, working through portions of our process, generated more than 100 ideas in a mere 3 hours. In another 3 hours, 7 out of the 20+ concept clusters that emerged were evaluated with respect to technical novelty, business potential and feasibility - preliminary strategic directions were chalked out. Even trailers can be very effective!
IT SME: Resolving an Attrition CrisisPost acquisition, the IT SME was looking to grow but was hit by recessionary forces. Employee motivation levels were low and attrition had reached crisis proportions. An analysis of internal enterprise social networks
provided interesting insights to solve this very complex problem. Read More . . . IT SME: Post Acquisition Design of StrategyA ten year old Information Technology Services SME, specializing in Web 2.0 technology offerings, was acquired in 2008, in a recessionary environment that was only getting worse. The acquisition was intended to provide new strategic growth opportunities.The leadership was eager to start from a completely clean slate, unencumbered by the inertia of a successful IT services enteprise. However, post-acquisition integration was taking longer than expected. Market conditions were imposing tremendous pressures on the topline and margins.
Read the whole story . . . Indian SME: Countering Charges of Patent InfringementAn MNC had a patent that expired in 2010 in multiple countries but it had not been filed in India. Around half-life period the MNC filed another patent which was a slight extension of the base patent - but this time through PCT route they filed in India as well. The new patent was granted in India. The MNC sent the letter to one of the big SME's here saying their product infringes the patent - hence they should stop production and sales. The Indian SME really was not aware of the patent and what actions to take. Read more . . .
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