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Simple & Pragmatic Problem Solving
#97Chapter 7: Option Selection, Execution & Control• Selection, Execution and Controlanalytical, selective and strategic (Portfolio Screening) Thinkinggroup Mode45-90 Minutes(fast to medium)

The Screening Matrix for Ideas

From the book "Advanced Problem-Solving Toolbox: 115 Creative Plays" | Compiled & Edited by: Mojtaba Goudarzi, Open translation: Mehrshid Goudarzi
Executive Synopsis & Core Logic:

technique of renowned innovation consultant Simon Majaro; Evaluating the portfolio of ideas on the biaxial matrix of "creativity and originality of the idea" against "compatibility with the capabilities and resources of the organization" for realistic screening without extinguishing the flame of innovation.

Operational Parameters & Specifications

Category
Selection, Execution and Control
Dominant Thinking
analytical, selective and strategic (Portfolio Screening)
Participation
group
Estimated Timefast to medium
45-90 Minutes
Workshop
Input Format
portfolio of raw ideas, brainstorming, creativity criteria and organization resources
Output Format
Idea selection and ranking of top options
Key Application
Screening the new product portfolio in R&D, prioritizing startup ideas, selecting advertising campaigns and allocating the annual innovation budget.
Core Differentiator:

Intelligently separating the intrinsic appeal of the idea from organizational feasibility, and avoiding the selection of low-risk iterative ideas or impractical dream ideas.

Quick Field Example:

A technology company selects the 'symptom monitoring smart watch' idea from 10 product ideas with the Majaro matrix for immediate manufacturing due to its high creativity and compatibility with the production chain.

Operational Benefits & Implementation Risks

Advantages & Value Creation:

Simplifying complex multi-criteria decision-making, visually and transparently displaying the portfolio of projects, creating alignment between the creative team and financial managers.

Risks & Potential Trade-offs:

The possibility of excessive conservatism in evaluating organizational resources and burning forward-looking deconstructive ideas.

Real-World Organizational & Industry Scenarios

Consumer and Electronics Industry: Selection of Top Smart Gadget Concepts in R&D and Marketing Joint Session.
Enterprise software development: Screening 100 new application feature ideas based on customer value and technical team capacity.
Digital banking: evaluation of new banking services and separation of immediate plans from projects requiring long-term infrastructure.

Strategic Rationale & Why to Apply

1Not all attractive ideas are viable: Organizations go bankrupt pursuing ideas that are incompatible with resources.
2Killing weak ideas in the bud: The sooner you stop an unviable idea, you have saved millions of dollars.
3The common language of designers and financial managers: Majaro's matrix is ​​a logical bridge between designers' imagination and financial accounting.
4Transparency and Accountability: When the idea sits in the house of 'High Creativity / High Adaptability', everyone stands on investment with confidence.

Conceptual Framework & Book Method Description

"The Screening Matrix for Ideas" was invented by Simon Majaro. In this model, a two-dimensional matrix is ​​drawn: the horizontal axis indicates the degree of creativity and originality of the idea (high, medium, low) and the vertical axis indicates the degree of innovation and compatibility with the organization's resources (compatibility with goals, technical knowledge and capital). Ideas are placed in the 4 houses of the matrix: ideas in the upper-right house are implemented immediately, the high creativity-low compatibility house is saved for the future, and repetitive or incompatible ideas are discarded.

Step-by-Step Real-World Implementation Scenario

Screening of the portfolio of new technological products in the smart equipment company
1
Step 1: Drawing the Majaro matrix and defining the indicatorsThe two-dimensional matrix of creativity (market value and differentiation) against organizational innovation (technical knowledge and production line) was drawn on the board.
2
Step 2: Independent scoring of 12 ideasThe engineering, financial and marketing teams assigned a score of 1 to 5 to each idea in both dimensions.
3
Step 3: Visual placement of ideas on the matrixThe idea of ​​'health watch for the elderly' sat in the golden house (high creativity / high compatibility) and the idea of ​​'holographic augmented reality glasses' sat in the house (high creativity / low compatibility).
4
Step 4: Resource gap analysis of potential ideasfor the AR glasses idea was decided to be archived as an academic research project to prepare resources.
5
Step 5: Final approval and issuance of the manufacturing budgetTwo Golden Matrix products (health watch and smart sensor in the car) went to the prototyping line and entered the market at the appointed time.

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