A review of TRIZ, and its benefits and challenges in practice

TRIZ (the theory of inventive problem solving) has been promoted by several enthusiasts as a systematic methodology or toolkit that provides a logical approach to developing creativity for innovation and inventive problem solving. The methodology, which emerged from Russia in the 1960s, has spread to over 35 countries across the world. It is now being taught in several universities and it has been applied by a number of global organisations who have found it particularly useful for spurring new product development. However, while its popularity and attractiveness appear to be on a steady increase, there are practical issues which make the use of TRIZ in practice particularly challenging. These practical difficulties have largely been neglected by TRIZ literature. This paper takes a step away from conventional TRIZ literature, by exploring not just the benefits associated with TRIZ knowledge, but the challenges associated with its acquisition and application based on practical experience. Through a survey, first-hand information is collected from people who have tried (successfully and unsuccessfully) to understand and apply the methodology. The challenges recorded cut across a number of issues, ranging from the complex nature of the methodology to underlying organisational and cultural issues which hinder its understanding and application. Another contribution of this paper, potentially useful for TRIZ beginners, is the indication of what tools among the several contained in the TRIZ toolkit would be most useful to learn first, based on their observed degree of usage by the survey respondents. © 2012 Elsevier Ltd. All rights reserved.

Key principles for developing industrially relevant strategic technology management toolkits

When considering the potential uptake and utilization of technology management tools by industry, it must be recognized that companies face the difficult challenges of selecting, adopting and integrating individual tools into a toolkit that must be implemented within their current organizational processes and systems. This situation is compounded by the lack of sound advice on integrating well-founded individual tools into a robust toolkit that has the necessary degree of flexibility such that they can be tailored for application to specific problems faced by individual organizations. As an initial stepping stone to offering a toolkit with empirically proven utility, this paper provides a conceptual foundation to the development of toolkits by outlining an underlying philosophical position based on observations from multiple research and commercial collaborations with industry. This stance is underpinned by a set of operationalized principles that can offer guidance to organizations when deciding upon the appropriate form, functions and features that should be embodied by any potential tool/toolkit. For example, a key objective of any tool is to aid decision-making and a core set of powerful, flexible, scaleable and modular tools should be sufficient to allow users to generate, explore, shape and implement possible solutions across a wide array of strategic issues. From our philosophical stance, the preferred mode of engagement is facilitated workshops with a participatory process that enables multiple perspectives and structures the conversation through visual representations in order to manage the cognitive load in the collaborative environment. The generic form of the tools should be configurable for the given context and utilized in a lightweight manner based on the premise of 'start small and iterate fast'. © 2012 Elsevier Inc.

Technology management tools: Generalization, integration and configuration

Managers in technology-intensive businesses need to make decisions in complex and dynamic environments. Many tools, frameworks and processes have been developed to support managers in these situations, leading to a proliferation of such approaches, with little consistency in terminology or theoretical foundation, and a lack of understanding of how such tools can be linked together to tackle management challenges in an integrated way. As a step towards addressing these issues, this paper proposes the concept of an integrated 'toolkit', incorporating generalized forms of three core technology management tools that support strategic planning (roadmapping, portfolio analysis and linked analysis grids). © 2006 World Scientific Publishing Company.