Wednesday, 15 January 2014

Southbeach Modeller on Apple iMac iOS

Southbeach Modeller 3.0 running under Parallels / Win 7 on a 27 inch Apple iMac iOS

Saturday, 15 December 2012

Fracking is in the news again


It has long been a lament of British governments that North Sea oil is running out, and with it energy independence and revenue. So the discovery of potentially vast reserves of shale gas in England must have struck the Chancellor as something of a miracle. The extent of shale gas is thought to be 17 times the remaining known reserves in the North Sea. With the latest advances in the technology, the coalition’s decision to lift the ban on fracking to exploit shale gas is understandable.

http://www.thetimes.co.uk/tto/opinion/leaders/article3630851.ece

The model below and related models are available for download






Monday, 30 April 2012

Wind turbines 'blight wildlife on land and at sea'

An article in the THE TIMES, Monday April 30 2012, by John Simpson, reports that wind turbines 'blight wildlife on land and at sea'. The model below is available for download from our examples Wiki. It builds on a previous model


Friday, 27 April 2012

How the NHS can make money for the UK


A management consultant writing in The Times outlines how the NHS could make money through innovation, highlighting UCL and UCL Hospital NHS Foundation Trust as a key place for such work to happen. Based on this article, we have developed the Southbeach Model shown below. By adding a simple MyCreativity script to this model, Southbeach Modeller has generated the report shown below.

If you would like to play with this model or the report, and find out how it was generated, you can download the Southbeach model from here.



Report on: Exporting the NHS

We have a world-class service that we could sell to China, the Middle East and Africa.  How can the NHS make money for Britain? Based on Mark Britnell's (KPMG global director healthcare practice) opinion piece in The Times, Nov 15 2011

Unfortunately the situation is:
- £110B spend on NHS
- Burden on economy
- National debt & tighter budgets
- Heavily centralized bureaucracy
- Lack of willingness to embrace change
- Lack of an entrepreneurial culture
- Funding constraints

The contradictions (having both useful and harmful effects) in this situation are:
- NHS organization
- Funding constraints

Key focus: How can we create new value?

Potential levers include:
- Developing the NHS
- Thinking differently
- Cutting edge services innovation
- Motivating health workers across all roles

Actions that will happen are:
1.   Sharpening up management
2.   Meet efficiency target of 4% per annum for next four years
3.   Greater commercial acumen in procurement
4.   More sophisticated integrated care for chronic diseases

Potential actions include: 
5.   Exporting healthcare knowledge and services
6.   Capitalizing on challenges presented by globalization of healthcare

Strengths we can exploit include:
- NHS organization
- Healing sick people
- Equity
- Experience
- Strong UK life sciences industry

NOTE- there is a connection between:
Strong UK life sciences industry and Exporting healthcare knowledge and services
Strong UK life sciences industry and Cutting edge services innovation

Areas we need to strengthen are:
Efficiency
Managing chronic conditions

Ideas to reduce the burden on the economy include:
Q1.   Capitalizing on challenges presented by globalization of healthcare
Q2.   Exporting healthcare knowledge and services
Q3.   Advise, design, build and operate hospitals in Asia, Africa and the Middle East
Q4.   Export primary care systems to help design and run services to poor, geographically dispersed communities
Q5.   Extend modern healthcare education and training programs to developing nations
Q6.   Export expertise in health data systems and management as well telehealth and medical devices
Q7.   Compete in the rapidly growing $80B market in medical tourism, for example, opening hospitals in the Middle East
Q8.   Combine the resources of UCL and UCL Hospitals to develop new clinical, education and research services globally, including joint ventures

Catalysts in this situation are:
A.     Thinking differently produces Capitalizing on challenges presented by globalization of healthcare
B.     Cutting edge services innovation produces Capitalizing on challenges presented by globalization of healthcare

Recommended next steps

Use 6 hats thinking on the potential ideas:
1.   Exporting healthcare knowledge and services
2.   Advise, design, build and operate hospitals in Asia, Africa and the Middle East
3.   Export primary care systems to help design and run services to poor, geographically dispersed communities
4.   Extend modern healthcare education and training programs to developing nations
5.   Export expertise in health data systems and management as well telehealth and medical devices
6.   Compete in the rapidly growing $80B market in medical tourism, for example, opening hospitals in the Middle East
7.   Combine the resources of UCL and UCL Hospitals to develop new clinical, education and research services globally, including joint ventures
8.   Capitalizing on challenges presented by globalization of healthcare

For example black hat:

- Will Exporting healthcare knowledge and services work?
- Why can't we do Exporting healthcare knowledge and services now? What should we in preparation?
- What is wrong with Exporting healthcare knowledge and services? What might cause Exporting healthcare knowledge and services to go wrong?
- What are the risks around Exporting healthcare knowledge and services?
- How will Exporting healthcare knowledge and services impact on other activities?
Who will prevent, stop or derail Exporting healthcare knowledge and services?

Also consider:
1.   Find a way to obtain the benefit of Healing sick people without the need for NHS organization
2.   Find a way to obtain the benefit of Developing the NHS without the need for NHS organization
3.   Find a way to obtain the benefit of Equity without the need for NHS organization
4.   Find a way to obtain the benefit of Efficiency without the need for NHS organization
5.   Find a way to obtain the benefit of Experience without the need for NHS organization
6.   Find an alternative to NHS organization that does not produce £110B spend on NHS but still produces Healing sick people
7.   Find an alternative to NHS organization that does not produce £110B spend on NHS but still produces Developing the NHS
8.   Find an alternative to NHS organization that does not produce £110B spend on NHS but still produces Equity
9.   Find an alternative to NHS organization that does not produce £110B spend on NHS but still produces Efficiency
10. Find an alternative to NHS organization that does not produce £110B spend on NHS but still produces Experience
11. Find an alternative to Healing sick people so that NHS organization is no longer needed
12. Find an alternative to Developing the NHS so that NHS organization is no longer needed
13. Find an alternative to Equity so that NHS organization is no longer needed
14. Find an alternative to Efficiency so that NHS organization is no longer needed
15. Find an alternative to Experience so that NHS organization is no longer needed
16. Find a way to reduce or eliminate £110B spend on NHS if there is no alternative to NHS organization
17. Find a way to reduce the ability of NHS organization to produce £110B spend on NHS
18. Find ways to cope with £110B spend on NHS if all else fails

And:
19. How can you reduce or prevent the NHS organization from producing the £110B spend on NHS.
20. How can you reduce or prevent the £110B spend on NHS from producing the Burden on economy.
21. How can you reduce or prevent the National debt & tighter budgets from producing the Funding constraints.
22. How can you reduce or prevent the Heavily centralized bureaucracy from producing the Lack of willingness to embrace change.
23. Put measures in place to deal with the £110B spend on NHS.
24. Put measures in place to deal with the Burden on economy.
25. Put measures in place to deal with the Funding constraints.
26. Put measures in place to deal with the Lack of willingness to embrace change.
27. Isolate the part of the NHS organization that is producing the £110B spend on NHS and remove it.
28. Isolate the part of the £110B spend on NHS that is producing the Burden on economy and remove it.
29. Isolate the part of the National debt & tighter budgets that is producing the Funding constraints and remove it.
30. Isolate the part of the Heavily centralized bureaucracy that is producing the Lack of willingness to embrace change and remove it.
31. How else could the NHS organization be accomplished that would not result in the £110B spend on NHS?
32. What else could give the benefits of the NHS organization that would not result in the £110B spend on NHS?

Background transformation and improvements must continue:

33. Find away to reduce or prevent the Funding constraints from decreasing the Developing the NHS
34. Find away to reduce or prevent the Heavily centralized bureaucracy from decreasing the Cutting edge services innovation
35. Find away to reduce or prevent the Lack of willingness to embrace change from decreasing the Thinking differently
36. Find away to reduce or prevent the Lack of an entrepreneurial culture from decreasing the Cutting edge services innovation

And also:

37. Find ways to increase the effectiveness of the Exporting healthcare knowledge and services in decreasing the Burden on economy
38. Find ways to increase the effectiveness of the Sharpening up management in decreasing the Heavily centralized bureaucracy
39. Find ways to increase the effectiveness of the Meet efficiency target of 4% per annum for next four years in decreasing the Funding constraints
40. Find ways to increase the effectiveness of the Greater commercial acumen in procurement in decreasing the Funding constraints
41. Find ways to increase the effectiveness of the Sharpening up management in decreasing the Lack of an entrepreneurial culture
42. Find ways to increase the effectiveness of the Motivating health workers across all roles in decreasing the Lack of willingness to embrace change
43. Find ways to increase the effectiveness of the Healing sick people in increasing the Managing chronic conditions
44. Find ways to increase the effectiveness of the NHS organization in increasing the Efficiency
45. Find ways to increase the effectiveness of the More sophisticated integrated care for chronic diseases in increasing the Managing chronic conditions

---

Wednesday, 5 January 2011

Wikileaks is a Contradiction

As result of Wikileaks currently releasing more than 250,000 classified US diplomatic cables, The White House is reportedly telling agencies to create 'insider threat' programmes to ferret out disgruntled workers who may leak state secrets.

http://www.bbc.co.uk/news/world-us-canada-12117113

US Agency officials are being urged to find ways to "detect behavioural changes" among those employees who might have access to secret documents. The memo suggests the use of psychiatrists and sociologists to measure the "relative happiness" of workers or their "despondence and grumpiness" as a way to assess their trustworthiness. It also asks whether agencies are using lie-detector tests or are trying to identify "unusually high occurrences of foreign travel, contacts or foreign preference" by members of staff. Clearly, Julian Assange, founder of Wikileaks, and the US Government, have very different 'perspectives' on Wikileaks.

In this Southbeach model, these differences of opinion are illustrated. What is useful to the US Government - additional secrecy and monitoring, would be regarded as harmful by Assange. Clearly this counteracts the goals of his company as illustrated in the second model.

Wikileaks cannot be good and bad at the same time. Everything is useful and harmful. It is useful because it helps create an open and just society. It is harmful because, inevitably, secrecy will increase as a result of its existence. Taken to extremes, the effects of Wikileaks in the world may have unforeseen, and highly undesirable consequences. An analogy:  suppose that all members of a family, or a business, had the ability to read each other's thoughts? Would the family or business survive for long? This contradiction at the heart of Wikileaks raises the issue of what Assange's goals may be?

This powerful use of Southbeach could be further developed, based on analysis of his and US Government statements and news coverage. Is there a hidden truth behind this?

Wednesday, 22 December 2010

Snow, Parked Cars and a Creative Solution

Is this a viable solution? When there is heavy snow, in a country that is not prepared for it, roads become unpassable and traffic flow is impeded. As a result, people stay at home, or abandon cars, restricting the width of the road. This further impedes traffic flow. As a result, snow ploughs either cannot gain access to the road (Prevented), or can only clear the center of the road of snow (Counteracted). There is a physical contradiction at the heart of this situation. Cars will be parked in the road. The road clears to be clear of cars to clear it of snow. Both cannot be true at the same time. What is the solution? How about this? Separate in Time. Park on one side of the road on Monday, Wednesday and Friday and the other side of the road on Tuesday and Thursday. The snow plough could then clear both sides of the roads by the end of the week.


Tuesday, 14 December 2010

My Problem - Elaborated

Models such as the one below are useful in thinking through problems. In this case, the model was generated automatically from a central block "My problem", using a series of 'transforms' that intelligently add blocks to the diagram, such as:

Missing enablers
Harmful side effects
Additional benefits
Compromised solutions
Improving factors
Necessary evils
Etc.

Such a model is useful to exploring abstract problems, or by changing the text, actual situations.

What is a contradiction?

There are many ways of creating a contradiction. In Southbeach, there are four simple types, well known to practitioners of TRIZ. They are:

1. Something useful produces something harmful
2. Something useful counteracts something useful
3. Something harmful produces something useful
4. Something harmful counteracts something harmful

In cases 1 and 2, when you try to increase the useful element, there is a harmful side effect. In cases 3 and 4, when you try to reduce the harmful element, there is another harmful side effect. In case 3, less of something useful and in case 4, less ability to counteract something also harmful in the situation. It is sometimes hard to spot contradictions. Take a look at case 3. Something useful is being created, so the color of the effect line is green. However, we want to reduce the harmful element or remove it altogether. We therefore are minimising the useful production.

These four simple contradictions are the basic situations that must be solved, if a situation is to improve. Revealing the contradictions in a situation is central to problem solving.

Tuesday, 7 December 2010

Adding Agents - Elaboration Patterns

There are many ways to add a new agent to a Southbeach diagram, so as to gain additional insight into the situation represented. A common one is to insert an agent between two others, thereby clarifying the effect between them. Here, we illustrate how to expand a model from an existing useful function, and from an existing harmful function. The eight possibilities are:

* Adding a harmful side effect (a complication)
* Adding a silver lining (useful output of a harmful function)
* Adding a 'necessary evil' - a harmful function which nevertheless counteracts the existing harmful function
* Adding a solution, an improving factor
* Adding a worsening factor - another problem
* Adding a contradiction - a useful function that also increases the harmful function
* Adding in a solution, which is unfortunately compromised by the harmful function
* Adding in a problem which is counteracted by the existing harmful function

























A similar model  could be drawn around a useful function. It would share some of the patterns as before, but the language would change because of the change of perspective. For example, what was called an improving factor and a worsening factor in the context of a harmful function, could now be called barriers and enablers. Note also how the effects, and their color, are different between the two diagrams. For example, the contradiction above is an additional useful function which increases the central harmful function. Whereas in the diagram below, the additional useful function counteracts the central useful function. We want more of both, but one is decreasing the other.

Wednesday, 1 December 2010

Voice of the Customer - Part 2

In part 1 of Voice of the Customer we looked at how responding to a need far up the change of requirement, can lead to the wrong solution being proposed. In this model, we expand that picture with the problems that led to the client stated needs, and the solutions that emerge from the unstated requirements. You can see that, reading across from left (problems) to right (solutions), is consistent with the way the voice of the customer conversation could develop. We wonder which consultants, working with their client, could make the conceptual leap from "I need a drill" to "Here are recruitment services"? Everyone has something to sell. Knowing how to position the idea or solution in the chain of stated and unstated needs and wants, is the clue to uncovering the voice of the customer.