by Asim Jalis
1. Analysis Process. Here is how the process of analysis works.
We take a subject and some questions. We repeat what we know
about them. We rephrase the questions. Then we try to answer
them. Also we brainstorm. In this way we collect a lot of random
observations and facts. When this begins to slow down we
reorganize the information we have and start again. Each time we
cycle through the information and the questions, new insights
occur. This is the basic approach.
2. Patterns of Success. This is a specific type of inquiry. We
start with some concrete cases that we are trying to generalize
from, and then we ask: Why did things happen this way in one case
but not in another? We can enumerate the differences between the
cases. Some differences will be incidental and others will be
essential. In the end we determine rules or patterns that can be
used to predict whether a project will succeed or fail.
3. Patterns of Innovation. This is another specific inquiry. A
successful company might ask what it should do next. In this case
we assess it's currently successful products and try to figure
out their essense. What is this company good at? And why are it's
products successful? Also who are its customers? By meditating on
these questions we arrive at other potential products this
company could launch. We propose products that will leverage the
company's current position in the market place, its strengths,
and also the characteristics of its current customers.
4. Problem Solving. For problem solving, state and restate the
problem. Propose tentative solutions. Then list their problems.
As solutions are proposed new problems come to light, which must
be addressed. Over time coherent solutions emerge that address
all the issues. The process is designed to bring issues to light.
5. A Messy Process. The process is messy. We repeat a lot of
things and go over the same ideas again and again. Each time we
go over the ideas we incrementally improve them. Each incremental
improvement looks inconsequential and insignificant. But over
time, and over iterations we arrive at insights that are both
genuine and deep. By exploring immediate and obvious logical
consequences we arrive at consequences that are profound and
unobvious.
6. Helping Entrepreneurs. We can use this kind of analysis to
determine why Microsoft succeeded so well with its original BASIC
interpreter. We can extract patterns of success that other
innovators and entrepreneurs can exploit to stage their own
success.
7. Helping Managers. We can use the patterns of innovation
process to explore products that a small dotcom can create to
quickly dominate its market. Our analysis can allow a smaller
company to overtake and acquire a previously unachievable success
in the marketplace.
8. Observation. It might be easier to do this analysis on paper
than on a computer. It might also be easier to do this as a
mindmap than as linear notes.
