Innovation Planner For Product Development

Center For Advantage - 2005
How to Use Innovation

Planner Cards for Product
Evolution
Robert Cantrell
Center For Advantage
www.centerforadvantage.com
rlc@centerforadvantage.com
(703) 379-9429

Contents
Innovation Planner Description
Basic Product Evolution
1. Identify the Central Solution
2. Create a Ring of Incremental Improvements
3. Develop Incremental Improvements
4. Expand the Possibilities
5. Document and Protect the Intellectual Property
Advanced Product Evolution
Advanced Product Evolution Process
Concept Cards
Resolve Contradictions Cards
Organizational Resources Cards
Center of Gravity Cards
Decision Cycle Cards
Games
Additional Resources
Innovation Planner
Description
Card Types
Card Type Designs
Deck Layout
Innovation Planner is a 170 card set of innovation
strategies and solutions used for rapid, effective,
and efficient problem solving and idea generation
It is based on the Ideation TRIZ innovation
methodology that was derived from the analysis of
over 3 million patents and 500 standard patterns of
technical evolution
Card Types
There are 7 types of cards in the Innovation
Planner deck
1. Operators Solutions for systems that provide the ways to solve
problems 85 cards
2. Resources Properties and attributes of systems that provide the
means to solve problems 37 cards
3. Center of Gravity Location within the system where a solution is
or could be applied 16 cards
4. Concept Idea behind how the problem will be solved 7 cards
5. Decision Cycle Strategic parameters of how the problem will be
solved 7 cards
6. Organizational Resources The capacity of the supporting
organization to provide the ways and means to solve problems
(These are solution constraints.) 9 cards
7. Resolve Contradictions Methods for which a system can exhibit
two or more conflicting properties or attributes 5 cards
Card Types
Operator and Resource cards are used in both
Basic Product Evolution and Advance Product
Evolution
The other 5 card types are used in Advanced
Product Evolution
Operators Resources Resolve Contradictions
Concept Center of Gravity Decision Cycle Organizational Resources
Card Type
Designs

Card type designs
appear as follows
Deck Layout Card deck layout appears as below
Basic Product Evolution Description
Steps 1 to 5
Basic Product Evolution is a process for
incrementally improving existing products
The five steps for Basic Product Evolution include:
1. Identify the Central Solution
2. Create a Ring of Incremental Improvements
3. Develop Incremental Improvements
4. Expand the Possibilities
5. Document and Protect the Intellectual Property

involves just the 85
Operator cards and the
37 Resource cards
from the Innovation
Planner
Separate these cards
from the deck and
proceed to step 1
Step 1: Identify the Central
Solution
Step 1: Identify the Central Solution
Ask and answer:
1. What does the current product do?
2. How does the current product do it?
3. How is this an advantage?
1. To the user
2. Over other options
4. How might I enhance what the product does?
For example, consider the central solution offered by
a cell phone:
What does it do? It allows people who are not physically in
the same place to talk to each other anywhere when within
the network
How does it do it? It electronically transmits voice data
through a network of cells and converts that data back into
audible voice on the other end
How is this an advantage?
To the user The caller can contact any individual with a
working phone at any time anywhere when within the system
Over alternatives There are three angles of competition
to consider
Direct competitors List advantages over other cell phones
Substitute competitors List advantages over other means of
communication, i.e., land lines, e-mail, radio
Buyer List advantages over the buyers capacity to
communicate on his or her own or to do without
How might I enhance what the product does?
Write down immediate thoughts
Proceed to step two
Step 2: Create a Ring of
Incremental Improvements
Step 2: Create a Ring of Incremental
Improvements
Browse through
Operator and Resource
cards and note
interesting possibilities
for product evolution
Step 2: Create a Ring of Incremental
Improvements
USE THE
REVERSE ACTION
CHANGE COLORS
SUBSTITUTE
AN INEXPENSIVE
MATERIAL
OBTAIN THE
BEST OF BOTH

COMPENSATE
FOR
UNRELIABILITY

REMOVE
UNNECESSARY
PARTS
Some examples
of possible
incremental
improvements
include:
Step 3: Develop
Incremental Improvements
Step 3: Develop Incremental
Improvements
Select one of the
possibilities
USE THE
REVERSE ACTION
CHANGE COLORS
SUBSTITUTE
AN INEXPENSIVE
MATERIAL
OBTAIN THE
BEST OF BOTH

COMPENSATE
FOR
UNRELIABILITY

REMOVE
UNNECESSARY
PARTS
Improvements
The possibility to USE
THE REVERSE
ACTION is explained
on card 76 of the
Innovation Planner
Improvements
Document why the selected idea might prove useful
For example, use the reverse action might include:
A cell phone that calls you to remind you to take an action
A cell phone that calls you if it is separated from its owner
A cell phone that calls you if someone is incapacitated

Improvements
Develop one of these ideas:
A cell phone that calls you to remind you to take an action
A cell phone that calls you if it is separated from its owner
Tracking of people on probation
Tracking of children during the day
Calls assistant if you leave it somewhere
A cell phone that calls you if someone is incapacitated

Improvements
A cell phone that calls you if it is separated from its
owner
Why might this be useful?
Tracking people on probation
Tracking children during the day
Calls assistant if you leave it somewhere
Improvements
Tracking children during the day
Perhaps this could lead to the Amber Alert Cell
Phone

Step 4: Expand
Possibilities
Step 4: Expand Possibilities
You start with the idea of the Amber Alert Cell
Phone from USE THE REVERSE ACTION
Write down how this idea might work:
USE THE REVERSE ACTION Cell phone calls legal
guardian if child is in distress. Legal guardians and childs
cell phones are connected for talking and listening when
the legal guardian picks up.
Go back to the Operator and Resource cards and
document ideas that will improve USE THE
REVERSE ACTION in relation to an Amber Alert
Cell Phone
For example:
ALLOW PARTIAL MOBILITY Cell phone has GPS link so
that if a child moves from an accepted area at the wrong
time for example the school grounds, bus route, or home
the phone will contact the legal guardian.

Amber Alert Cell Phone example continued:
ALLOW BOTH FLEXIBILITY AND RIGIDITY Use fuzzy
logic within the phone so that it can recognize unusual
patterns. If GPS detects a car ride when the child should
be in school it calls the guardian. If an attempt is made to
turn the phone off, it calls the guardian. If smashed or
disassembled, a structurally sound mini air horn blasts
warning.
MOVE THE OTHER OBJECT - If the phone stays
completely still or detects another unusual movement
pattern, it calls the guardian. (This might happen if an
abductor forced the child to leave the phone behind.)
USE PROPERTIES TO CONVEY INFORMATION Cell
phone holder can detect childs heartbeat and the presence
of the cell phone. Fuzzy logic could be used to detect
heartbeat irregularity such as might occur during the stress
of an abduction or molestation incident. If it loses contact
with either signal, the holder is capable of sending a
warning page and GPS signal on its own.
DESIGN FOR VARIABLE OUTPUT Call initiates a
different ring tone so the legal guardian does not fear
regular calls.
Step 5: Document and Protect
the Intellectual Property
Step 5: Document and Protect the
Intellectual Property
Determine the ideas you consider valuable for
development, sale, or licensing
Set a plan to document and protect those ideas
See www.centerforadvantage.com/sipa for the
Strategic Intellectual Property Assessor that
provides ideas on intellectual property to get you
started
Advance Product Evolution
Advanced Product Evolution Process
Concept Cards
Resolve Contradictions Cards
Organizational Resources Cards
Decision Cycle Cards

Advance Product Evolution Process
Advanced Product Evolution brings other cards
within the Innovation Planner into play for more
comprehensive and complete evolutions
adds any or all of:
Concept Cards
Resolve Contradictions
Cards
Organizational Resources
Cards
Decision Cycle Cards.
Start by setting these cards
aside into their respective
decks
Steps 1 5 of Basic Product Evolution apply to
To begin Advanced Product Evolution, proceed with
steps 1 5 of the Basic Product Evolution process
As you proceed with steps 1 5 of the Basic
Product Evolution process, use the cards for
Advanced Product Evolution anywhere and at any
time in that Basic Product Evolution process
Although any product evolution process has linear
steps, the product evolution process is actually not
linear
You can therefore use cards for Advanced Product
Evolution to jump in and out of Basic Product
Evolution anywhere and at any time it makes sense
to do so

adds more possibilities
to the Basic Product
Evolution process

Basic Product
Evolution
Advanced Product
Evolution
Since Innovation Planning Cards are unbound
cards, they can be rearranged in any way and at
any time in the process
This means the cards, like the product evolution
process, are non-linear in nature
Apply each as follows:

Concept
Concept
Concept cards let you
identify the underlying
principle for how you
will evolve a product
Concept
With Concept Cards you set a plan for how you
evolve the best solutions possible that avoid the
need for compromise

Concept
A central idea behind
Concept Cards is the
concept of ideality
Achieving ideality
means that you receive
a benefit without any
underlying mechanism
This means you receive
all benefits and no
drawbacks
Concept
Ideality is a theoretical
concept, very rarely
attained in reality
For example, ideal
business transportation
between cities would
happen instantaneously
and involve no vehicles
Such a transportation
system is implausible
Concept
What is the purpose for
ideality then?
Answer: The ideal
solution provides a
target for you to direct
your product evolution
efforts
The closer your solution
evolves toward the
ideal, the better that
solution is likely to be
Concept
Emulating the ideal provides many useful solutions
For example, the telephone allows your voice to
travel instantly between cities which often allows you
to solve problems just as well as physically traveling
between cities
Furthermore, through conference calls, you can
effectively be in many cities at once
Add video, and you can travel instantaneously
through virtual space
Concept
The optimal solution,
unlike the ideal, is
usually an attainable
target
The optimal solution is
neither too good nor
not good enough to
perform its intended
task

Concept
The most competitive
solutions tend to be the
solutions optimal for
their tasks
Solutions that are either
too good or not good
enough tend to fail
when competing with
optimal solutions

Concept
You see proof of this fact in
the natural world
In the natural world,
underperformers lose
In the natural world, overly
high performers also lose
Why? Performance comes
at a cost. If that
performance is not
necessary, it is a wasted
cost that the optimized
competitor does not pay

Concept
Concept cards create a direction for your product
evolution process
In most instances you will either:
Evolve toward the ideal when top performance is not good
enough for most users
Evolve toward optimal when top performance is already
good enough for most users
Concept
The further you are from optimal, in either direction,
the more important a product evolution strategy
becomes in order for the present solution to stay
competitive
Once a solution reaches an optimal level, product
evolution should focus on new possibilities and
ideas

Too Good
Not Good
Enough
Concept
If your solution is not good enough you will focus
on how to evolve a better performing solution
If your solution is too good you will focus on how to
evolve a product with a more effective or efficient fit
for the need at hand*
Too Good
Not Good
Enough
*Or you could evolve another part of the system that is not good enough
Concept
Bottom line, know what is ideal and optimal so you
know how your solution should evolve
Even if you find a promising idea, consider if a more
ideal or optimal solution exists before you make your
final decision to develop that idea
Consider all angles of competition when making
your assessment
See (http://www.centerforadvantage.com/papers.htm)
for The Six Angles of Competition

Resolve contradictions
is a powerful problem
solving idea for which a
system can exhibit two
or more otherwise
conflicting properties
It is also very useful for
product evolution

For example, by using
a telephone to separate
a voice from its
speaker, that voice can
travel to multiple cities
instantly and at the
same time
Not too long ago, this
idea would have been
considered implausible

Although it will likely
stay impossible for
individuals to travel
instantly between cities,
allowing the voice to do
so was a very possible
evolution heads in that
direction.
To resolve contradictions, you divide some aspect of
a system so that it can exhibit two or more
otherwise incompatible properties
For example, the traffic
light is a way to allow
cars headed in different
directions to use the
same intersection by
separating traffic flow in
time
A bridge, to continue
the example, allows
uninterrupted traffic
flow by separating
traffic in space instead
Separation Principles
include:
Time
Space
Structure
Condition
Perception
To illustrate:
Time Cars cross the same intersections while traveling
in different directions by crossing at different times
Space Cars travel in opposite directions along the
same road by traveling on opposite sides of those roads
Structure Cars are solid as a whole to protect
passengers yet flexible at points to cushion an impact
Condition Convertible cars protect you from rain yet
allow you to make the most of nice days
Perception The same SUV is perfect for climbing
mountains yet perfect for carrying soccer kids

Bottom line for product evolution: When you cannot
evolve a product because you cannot resolve
conflicting conditions, Resolve Contradiction cards
help you separate the system into parts that allow
you to resolve that conflict
Organizational Resources
Consider Organizational Resources
Dealing with Constraints
During the product evolution
process, you will have to
deal with issues of
abundance and scarcity
Organizational resources
provide your capacity to
leverage your ideas
Lack of critical
organizational resources
causes problems
Overabundance can also
cause problems
Consider each of the
Organizational Resource
cards as it pertains to your
product. Do this in terms of:
Question
Ideal
Functional Ideal
Optimal
The question prompts you to consider a given
resource as it pertains to your situation
The ideal describes a solution that requires no
mechanism
The functional ideal describes a solution that is
100% oriented toward its intended task
The optimal describes a solution that is no more
and no less of a solution than necessary to
accomplish its intended task

The bottom line goal of
any product evolution
effort is to succeed as
profitably as possible
This usually means
seeking solutions that
evolve toward more
ideal and optimal
solutions
A solution will tend to evolve toward the ideal until it
reaches the optimal threshold of good enough
At the optimal threshold of good enough, any
additional performance may not deliver any
significant benefit
Optimal Threshold of Good Enough
Ideal
Technical Evolution
For example, in a world with traffic congestions and
speed limits, raising a cars top speed from 120
MPH to 130 MPH theoretically allowing you to
travel between cities faster and hence closer to the
ideal would not make any practical difference

One exception comes
into play
This exception is the
Appeal Factor
Although inventions
tend to evolve toward
the ideal and reside at
the optimal, the Appeal
Factor can cause a
different dynamic

For example, the airplane
is closer to ideal and
optimal than the ocean
liner for traveling across
oceans
Ocean liners still exist,
however, because of their
entertainment value
Many people find cruises
to be an ideal/optimal
way to spend their time
Always consider how the
entertainment value of a
solution will influence
what is actually
considered ideal or
optimal
For another example,
white is probably the
closest color to ideal for a
car in Florida since it is
the easiest to see and
clean plus it stays cool in
the sun
You would go out of
business, however, if you
sold only white cars in
Florida because white is
not always the
psychological ideal
As a third example, even though a car with a top
speed 130 MPH has little practical utility over a car
with a top speed of 120 MPH, that capability might
have psychological utility by making the car more
appealing to a significant market
Your product evolution process should therefore
consider behavioral issues as well as physical
issues

Center of Gravity
DESCRIPTION
WHITE SPACE OPPORTUNITIES
EVOLUTION AND BUSINESS ECONOMICS
Center of Gravity
DESCRIPTION
The Center of Gravity is
the element within a
system that, by creating
some change to that
element, will produce
your intended result
A key part of product
evolution is knowing
where best to effect
change
Center of Gravity
Center of Gravity cards
prompt you to consider
all physical and
behavioral aspects of a
system in order to
achieve the desired
effect (a new or
improved product) with
the minimal use of
resources

Center of Gravity
For example, if you sell a
system that heats water
consisting of a vat and a fire,
you might determine that
improving controllability of
heat will produce a better
solution that a sufficient
number of buyers will find
interesting
The fire would be your center
of gravity for effecting the
desired change in that
system
Center of Gravity
Perhaps a plate that
opens and closes over
the fire to regulate the
heat that reaches the
vat might prove an
effective evolution
Center of Gravity
All systems have elements and processes that turn
input into output
Input
Output
System
Energy Source
Transmission
Instrument of Work
Instrument of Control

Subsystem
Super system
Center of Gravity
Your goal in a product evolution is to find the right
place in a system to effect a desirable change
Input
Output
System
Energy Source
Transmission
Instrument of Work

Subsystem
Super system
Center of Gravity
For example, computer assisted navigation might
allow a burdened pilot to focus on other actions
Input
Output
System
Energy Source
Transmission
Instrument of Work

Subsystem
Super system
Center of Gravity
Input
Output
System
Energy Source
Transmission
Instrument of Work

Subsystem
Super system
So if overburdened pilots represent a problem large
enough to make a profitable market, the Instrument
of Control is a Center of Gravity to explore
Center of Gravity
Your evolution could include Increase User
Friendliness of navigation. How do you do that?
Input
Output
System
Energy Source
Transmission
Instrument of Work

Subsystem
Super system
Center of Gravity
Perhaps you Provide for Self-Service regarding
navigation. So how do you do that?
Input
Output
System
Energy Source
Transmission
Instrument of Work

Subsystem
Super system
Center of Gravity
Perhaps you have airplane instruments read signals
from fixed points automatically, etc.
Input
Output
System
Energy Source
Transmission
Instrument of Work

Subsystem
Super system
Center of Gravity
WHITE SPACE OPPORTUNITIES
Center of Gravity also helps you develop white
space opportunities
To identify and develop white space opportunities,
create a cause and effects net in your area of
interest
In a cause and effects net, you look for where you
can create a marketable change in a system as a
prime location to develop a new product
Center of Gravity
Products solve problems
A problem has a cause and an effect
However this cause and effect does not take place
in isolation
Yields Cause Effect

Fire Boiling Water
Center of Gravity
Another cause yielded your cause and your effect
will act as a cause for another effect
Yields Cause Effect

Fire Boiling Water
Yields Cause Effect

Match Lights Fire
Wood
Yields Cause Effect

Skin Injury Boiling Water
Center of Gravity
Identify Root Causes Think of your original cause
as an effect and describe its preceding cause
Identify Ripple Effects Think of your original effect
as a cause for another effect and describe that next
effect
Repeat backwards and forwards from the original
problem as many times and with as many branches
as makes sense
Center of Gravity
A cause and effects net develops that is limitless in
depth
Yields Cause Effect

Fire Boiling Water
Root Causes Ripple Effects
Center of Gravity
People make money by inserting products to affect
some aspect of these cause and effects nets
Yields Cause Effect

Fire Boiling Water
Center of Gravity
A white space opportunity resides where no one
effectively influences a cause and effect of
importance
It also resides where you can make a new connector
Yields Cause Effect

Fire Boiling Water
Center of Gravity
For an example in the first case, if a lot of
companies compete in providing fire to boil water for
the purpose of sterilizing instruments
Yields Cause Effect

Fire Boiling Water
Center of Gravity
You might exploit a marketable opportunity to
improve that solution by adding the aforementioned
control system (metal plate) for the fire
Yields Cause Effect

Fire Boiling Water
Center of Gravity
Perhaps, in the second case, you could bypass the
fire and water solution altogether by selling alcohol
for sterilizing instruments: LEVERAGE
ALTERNATIVE MATERIALS
Yields Cause Effect

Fire Boiling Water
Center of Gravity
EVOLUTION AND BUSINESS ECONOMICS
Since products solve problems, and businesses
make money solving problems, product evolvers
need to account for the economics of the business
Product evolvers need to evolve products in a way
that embraces technical evolution yet does not put
them out of business
Center of Gravity
For example, if your
business is to sell cups
of cold water to douse
the fire under a vat,
product evolution is a
clear and present
danger to your revenue
stream
Center of Gravity
Rather than using the
cup of cold water you
sell, the owner of the
vat can use boiling
water from the vat to
douse the fire
If that idea becomes a
solution for him, he will
likely stop buying your
cups of cold water

Center of Gravity
Product evolution can
lead to a contradiction,
therefore
If products tend to
evolve toward more
ideal solutions, how do
you evolve products yet
not evolve yourself out
of business?

Center of Gravity
To solve this problem, consider the differences in
Center of Gravity between problem solving and
product evolution
Center of Gravity in product evolution is similar to problem
solving in that you seek highly efficient and effective places
within a system to create a result
Center of Gravity in product evolution differs from problem
solving in that your selection of where to focus your product
evolution effort is very much predicated on the best
business opportunity, i.e., where the profits are, instead of
where the best possible solution lies
Center of Gravity
So to solve this problem, focus on evolving enough
new ideas within your cause and effects net to
replace the revenue stream that a product evolution
will eventually curtail

Or as an alternative, evolve an idea from someone
elses solution so that it does not financially matter
to you if they go out of business
Center of Gravity
An evolution that eliminates a key source of income
may not rise to the top of your priority list over an
evolution that creates a new stream of income
However, keep in mind that if you can eliminate a
key source of your own income, someone else
probably can too, and you should set your product
evolution process to deal with that eventual outcome
Center of Gravity
In our previous example, a regulation system might
prove a marketable feature that you could sell in
place of cold water
Evolving a solution in this direction could provide
your business with an opportunity to develop a new
revenue stream when you can no longer sell cups of
cold water
Center of Gravity
Selling alcohol might prove a marketable evolution
that bypasses the need for the whole fire and vat
system

A key feature of Innovation Planner Cards is the
ease with which it helps you understand and get
ahead of inevitable changes in technology
Center of Gravity
Bottom line: Use the Center of Gravity cards to
consider all aspects of where to best focus your
product evolution
For more information on business issues of product
evolution and problem solving, see Competitive
Vectors at
(http://www.centerforadvantage.com/papers.htm)

Decision Cycle
Decision Cycle
Decision Cycle cards
involve how to make
better decisions faster
than your opposition
For product evolution,
this relates directly to
the Center of Gravity
issues of how, where,
and when to evolve
products
Decision Cycle
Your objective is to win the race of decision cycles
whereby your plans not only work, but work despite
active opposition to your success
In product evolution, this generally means pressing
forward with new and better ideas faster than your
competitor can match
Decision Cycle
Such advantages in development time provide
significant advantages in business
If you can develop a new product in one business
cycle when it takes two business cycles for your
competitor to do the same, you will have the
advantage in the market
Decision Cycle
Successful product evolution involves resolving
problems with sufficient markets to make it worth
your while
As a byproduct, your evolution will directly or
indirectly cause problems for your opposition
because you are better able to serve you market
Decision Cycle
For example, an evolution that makes your product
the best in its class creates a problem for a
competitor that is now second best in its class, all
the more so if that competitors product evolution
process is slower than yours
Decision Cycle
Decision Cycle cards
help you determine the
way you can evolve a
product that makes
strategic sense
considering your
opposition
Decision Cycle
For example, in a world
without competition, the
airport might be the
most lucrative place to
set up a new car rental
company
Decision Cycle
Considering the
established competition,
however, you might better
serve your objectives by
instead setting up a
specialized exotic car
rental company
downtown for the
upwardly mobile
Specializing is one
possible line of product
evolution
Decision Cycle
Decision cycle also asks
you to consider
psychological and moral
aspects of a product
evolution along with
physical aspects
For example, if a physical
evolution to a problem as
a byproduct releases a
new pollutant into the air,
then that evolution might
prove morally unsuitable
Decision Cycle
Bottom Line: When you evolve a product, you do so
in a competitive environment
You will have opposition, possibly in your own
organization, when your solutions create a problem
for someone else
Decision Cycle cards help you to orient your
evolutions so they can succeed despite active
opposition from others
Games
Description
Solve It
Evolve It

Games Description
You can play two games, Evolve It and Solve it,
using Innovation Planner Cards
Evolve It is a game version of the product
evolution process described on these slides
Solve It is a game that uses the Innovation
Planner cards to solve problems
The game rules follow:
Evolve It: Methodology and Game for
Inventing New or Better Products 1
1. Place the Operator and Resource cards into two separate
stacks.
2. Place the Resolve Contradictions cards face up. These serve
as a guide for players.
3. Select an object to evolve into a new or better form.
4. Deal at least five Operator cards and three Resource cards to
each player.

Evolve It: Methodology and Game for
Inventing New or Better Products 2
5. Allow each player, on successive turns, to apply an
Operator or Resource card that presents a possible evolution
of the object. (Evolutions should generally follow the trend
established by previously played cards.) Draw cards to replace
those used.
6. Use the other cards in the deck to set limitations and
guidelines for the evolution as per their Card Type Definitions,
or use them to change the parameters of the game entirely.
These cards may be played deliberately or randomly.
7. Play until you have completed a successful evolution or until
cards run out.
Solve It: Methodology and Game for
Solving Challenging Problems 1
1. Place the Operator and Resource cards into two separate
stacks.
2. Place the Resolve Contradictions cards face up. These serve
as a guide for players.
3. Select a problem to solve. Describe what the problem is and
what the problem means.
4. Build a cause and effects chain forward and backward from
the problem. For example, if the problem is The boat is too
small, meaning I cannot carry cargo across the sea, you might
go forward with I cannot carry cargo across the sea, meaning I
have too much supply to sell at home. You might go backward
with The water in my port is shallow, meaning I need a small
boat to use the docks. Go forward and backward at least two
steps from the central
problem.

Solve It: Methodology and Game for
Solving Challenging Problems 2
5. Deal at least five Operator cards and three Resource cards to
each player.
6. Allow each player, on successive turns, to apply an Operator
or Resource card anywhere along the cause and effects chain, to
include previously played cards, in a way that supports the
resolution of the original problem. Draw cards to replace those
used.
7. Use the other cards in the deck to set limitations and
guidelines for the intended solution as per their Card Type
Definitions, or use them to change the parameters of the game
entirely. These cards may be played deliberately or randomly.
8. Play until the problem is solved or until cards run out.

Additional Resources
This concludes How to Use Innovation Planner Cards
for Problem Solving
Additional resources appear at
www.ideationtriz.com
www.centerforadvantage.com
www.innovationplannercards.com

Innovation Planner For Product Development

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Center For Advantage - 2005

How to Use Innovation

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