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Innovation happens on comparing apples with oranges

Why not compare apple with Oranges. In fact innovation comes from non conforming concepts only.  Non conventional wisdoms considered to be taboo have been proven solid facts like Earth is ellipsoid and not flat as it was thought for centuries.

Waterfall and sequential model was challenged and emerged Agility models.

Education based on theories have been replaced by application and work shop models.

If we try to analyse how breakthrough innovation happens, it is  by comparing apple with oranges like in the above quoted examples and not by comparing  small sized to big sized apples.

Reasons for innovations are many.  Gurus who impart knowledge for creating breakthrough innovations are two kind. One is knowledge (reason) guru and other one is causal (trigger) guru. Knowledge imparting Guru helps in upgrading popular knowledge of the followers and make them expert in the same field. Whereas non traditional Causal Guru help the students themselves evolve to reach breakthrough innovation.

In the recent times we have best example of innovation – that is TWITTER. .  140 characters  of super communication shared between millions of users. Awesome. This example of causal guru led innovation. Here Guru can me a person or an idea or an inspiration or even revelation if one may call it

Any thoughts!


Feature development and Bug effacement – The other way round TRIZ 13

Personality development and defect effacement…..Product Development and Product Testing

Development is focussed on giving personal experience to the product user. Improving customer perception about product is the objective of all vendors. Many of the products / services / tools experience are decided by the first few looks and thoughts of customers when it comes to web.

This augurs well with the fact that product should give a feel of personal experience(development) to its user. However from the testing point of view all the critical paths need to be tested so that the product does not fail in the customer’s expectation. We can say that defect effacement is the tester’s manifesto. Other words, try to break the requirements from all needs and expectations of customer.  Requirements related to Performance, user, functional and non functional testing covering optimum scenarios must be tested if products need to be successful.

A product should be evolved by using quite opposite perceptions and contradictions at the same time. Personality development (developing customer personal experience – the product) and defects effacement (impersonal testing, testing to break all developed features) are great examples that fulfill the criteria of  TRIZ Principle 13. The other way round.

Turn Lemons into Lemonade

Just my thoughts on TRIZ principle 22 “Blessing in disguise” or “Turn Lemons into Lemonade”.

Use harmful factors to achieve a positive effect

– Using Heat wasted for generating electricity

Bugs arrival rate can be increased by Agile deliveries during the initial few sprint with more review effort using many resources. Early sprints produces more defects, because of many reviews and less product acquaintances. This increase of upstream product bugs will mean there will be less bugs in the later part of the product sprints(as initial sprint bugs are carried forward as features in subsequent sprints) , increasing their software Quality. Also during the mature stage of the product iterations, less resources will be working (because of less bugs ). This will give leeway for the project team as they can release extra testing/ review resources to another project during later product sprints. just my thoughts on TRIZ principle 22 “Blessing in disguise” or “Turn Lemons into Lemonade”.

Recycle waste  material from one process as raw materials for another.

Using defects as tickets for helpdesk system. The root causes of the defects with their cause eliminations can become lessons learnt and best practices for future project management

Eliminate the primary harmful action by adding it to another harmful action to resolve the problem.

Turn the waterfall development overheads by eliminating them through use of Agile Management practices

Amplify a harmful factor to such a degree that it is no longer harmful.

excess waiting time or  unnecessary sign-offs of work products are impediments to Agile product deliveries. These sign-offs from stake holders should be amplified to such an extent through visual KANBAN and collaboration hubs, that all stake holders literally have online visibility to the product development and can approve(“sign off”) or comment whenever there is a delay or defect of any kind in the product life cycle


Passion over reason

TRIZ ideality states that it is directly proportional to useful function and inversely proportional to System Resistance.

Ideality =  (Useful function) / (Harm(resistance) + resources(systemized))

Resistance itself is a great bottleneck in any useful work flow and here we refer to system resistance that is to say more organized resistance that follows logic and reason and ensure total resistance.

A simple story that comes to mind here is about two frogs that had accidentally fell into a  small pot of curd.

They were struggling to to get out of the Pot and got jammed at the bottom of the pot.

One frog was a rational thinking web 2.0 frog and used his logical skills and told the other frog “we got fixed and there’s no way out, really”, “why waste energy and just remain as they were”

The other frog replied “I see your point well, there’s no use in our effort to get out of here”, “however I will keep hopping and jumping”, “may be something might happen”.

The second frog not- so- rational, after few hours by continuous hopping churned the curd into butter under its limbs . From the solid butter that was formed,  the frog came up to the brim of pot by using the solid butter  and jumped out of the pot eventually.

There will be Resistance to processes and standardization initially. QA team with passion and conviction can churn out traps (of resistances) into values (butter) and see the way out for their organization.

Lessons Learnt  : Passion beyond perceived reason make impossible things possible.

Skip process – blinding darkness, Follow it – darkening blindness

Skip process…. enter into blinding darkness

Follow process…………. embrace darkening blindness (greater darkness).

Skipping processes will never be good for the long term stability of the organization. Chaos will prevail and products and services will be delivered based on few Heroics rather than disciplined methods. Since it depends on few heroics of extremely talented resources, if those talented resources move out there will be major pains faced by the organization. This will involve more costs; dip in the bottom-line leading to losses.

On the other hand “following” ill defined or yesterday’s process without regard to today’s field realities of customer, market, technology or trends of future will lead to a greater failure. Because projects / people who are ignorant about process can at least be trained to understand and map their processes to efficiency. However not accepting innovation, sticking to older principles without concern for dynamics of customer, market will only help the system to fail in methodical manner. It will be counter productive to use older processes for current or future problems. Less process compliance at least will save some time and overheads.

Don’t skip (good) process, or blindly follow (old) process. Rather keep modifying the work flow to suit the market and technology demand. Innovation is they key here.

Set process or workflow based on current demands of the market; continuously attune the processes to address current and future dynamics of the market. INNOVATE.

Some methods:

  • TRIZ helps in reducing costs resulting in productivity improvements.
  • TOC advocates identifying bottle necks and handling them rightly to maintain work flow leading to higher throughputs
  • Lean propounds WASTE elimination
  • SIX SIGMA helps in getting the RIGHT product or service to meet customer delight with very minimal or NIL defects.
  • KAIZEN instills disciplined improvements on continuous basis.

By following any or combination of the above methodologies any organization would do well to improve their positions in terms of revenues, market share and sustenance.

Cognitive Contradiction

Contradictions Matrix for Car On Slope and Quick Quality Product Release

Cognitive Contradiction

Brakes and Accelerator are both desirable Features of the any Vehicle. Though they are capable and many a time function mutually exclusively, I  have considered a specific situation i.e Trying to move a stationery Car from a slope, where these two features contradict each other.

Since Brakes and Accelerator are contradictory in their functions, a driver can obtain the objective of the system (driving forward) by handling both brakes and accelerator features in meticulous balance.

Similarly in Agile based delivery cycles (particularly SCRUM) the objective is to have a Quicker delivery and Quality product releases.

Here the contradicting components are Quick Release and Quality product. When the Life cycle duration of the product release is faster there is a tendency among the development team to skip upstream activities like Design review, Architecture Analysis, not bothering about requirement completeness etc. Just code and release.

At the same time if the Development team is just bothered only on managing, developing and tracing complete requirements by repeated reviews and walk thorough, they may not be able to deliver the product release to customer within timelines.

Solution :

Automate the reviews, unit testing, code integration, code reviews, testing etc.

Educate the resources on product requirements.

Collaborate with Customers in developing the product.

Involve Developer

Make team self adjusting


Simply Co create.

Be TRIZ until next press.

TRIZ Ideality and Ohm’s Law

Back after attending a great and wonderful TRIZ India Summit at Bangalore. Special thanks to Navneet Bhushan of Crafitti for referring me to this inspiring summit.

One of the central concept of TRIZ called Ideality was discussed. There was a session by Ido Lapidot from Intel. Naveent has written about this here .

During his great session on his experience of TRIZ implementation he mentioned about law of Ideality :

Ideality =  (Useful function) / (Harm + resources)

With my very limited understanding of TRIZ, I was curious and keen to understand the Ideality definition by comparing with Ohm’s Law.

Ohm’s law can be stated as the current in a resistive circuit is directly proportional to its applied voltage and inversely proportional to its resistance.

In equation I = V (Useful function) / R (Harm)

Usable Product = Value Added Inputs / Wastes As per Lean

Any usable software or hard ware =

(Clear Requirements, inputs, understanding)


Waiting time for approval, Review, rework, Bugs and defects injected

To achieve the maximum current (I) that is the Value proposition for the customer, the important task of Project head is to remove the resistance (R), the wastes in the words of Lean.

This is my first understanding on Ideality and applied in limited context. After a while with more exposure to TRIZ, I may be able to come out with improved mappings later. Let us use TRIZ and move closer to Ideality.