Avass Electric Vehicle Business Plan

This assignment presents a detailed business plan for Avass, an Australian company specializing in the production of electric vehicles (EVs). The plan outlines Avass's multi-tiered EV approach, encompassing various models to cater to diverse consumer segments. It delves into market strategies, emphasizing sustainability and green accreditation through adherence to Australian regulations and standards. The document also highlights Avass's commitment to renewable energy, safety considerations, and responsible manufacturing practices.

CREATIVE INNOVATION ASSIGNMENT
CRICOS Provider No. The Faculty of Business

Federation University – Business School
Master of Business Administration
BUMGT6927 Creativity and Innovation
Assessment Task 2: Team Based Creativity and Innovation
Submission due date:
Lecturer:
Students:

TABLE OF CONTENTS
1. Table of Contents
Executive Summary..................................................................................................................1
Purpose of the Assignment................................................................................................................1
Focus Statement based on Situation and Challenge..........................................................................1
2. Introduction.......................................................................................................................2
2.1 Applied Creativity..................................................................................................................2
1.2 Deliberate Creative Thinking Tools and Techniques...................................................................3
2.3 Applied Creative Thinking and Deliberate Creative Thinking..............................................3
2.4 Application.............................................................................................................................5
1.5 Expected Outcomes/ Recommendations......................................................................................7
3. Starting Challenge.............................................................................................................8
3.1 CASE STUDY: AVASS BUS COMPANY.............................................................................8
3.2 The Electric Vehicle Design Challenge...................................................................................8
3.3 Project Challenges..................................................................................................................9
4. Stage 1: Defining the Challenge.......................................................................................10
4.1 Focusing the Challenge.........................................................................................................10
Divergent Creative Thinking................................................................................................................................10
4. 2 Imagineering.............................................................................................................................10
4.3 Multiple Definitions...................................................................................................................11
4.4 Comparison or Alternative Definition.......................................................................................12
4.5 Focus Statement.........................................................................................................................12
5. Stage 2: Exploring the Situation.......................................................................................13
Convergent Thinking...........................................................................................................................................13
5.1 Lateral Thinking..................................................................................................................13
5.2 Parallel Thinking..................................................................................................................14
Six Thinking Hats................................................................................................................................................15
5.3 Radiant Thinking.................................................................................................................16
Mind Mapping..................................................................................................................................................... 17
6. Stage 3: Idea Generation..................................................................................................19
6.1 SCAMPER...........................................................................................................................19
6.2 Brainstorming......................................................................................................................19
6.3 Story Boarding.....................................................................................................................21

6.4 Listing..................................................................................................................................21
7. Stage 4: Designing the Solution........................................................................................22
7.1 Clustering.............................................................................................................................22
7. 2 Researching...............................................................................................................................22
7.3 Multivoting................................................................................................................................23
7.4 SWOT..................................................................................................................................24
8. Stage 5: Implementation and Recommendations..............................................................26
9. Conclusion.......................................................................................................................27
10. References......................................................................................................................1
11. Appendices.....................................................................................................................1
Green Accreditation............................................................................................................................1

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Executive Summary
Purpose of the Assignment
Applied creativity and innovation approaches vary according to techniques used. Their application in real
life cases depends on the effective selection of the model based on the pros and cons. This task makes use
of deliberate creative and innovation thinking techniques to solve challenges in real life. In the report, the
analysis features different creative thinking approaches and techniques and their application in business.
Focus Statement based on Situation and Challenge
Avass Group is Australia’s Premium Manufacturer of buses, scooters, coaches, rolling chairs, low floor
applications and bikes. Located in Australia, the company needs greater innovation for its products in order
to suit the changing market demands. Recognised for its Electric Buses, Avass has an agenda to develop
the High Voltage Full Electric Solution Systems. The implementation of this idea is to consider efficient
innovation through:
 Time constraint
 Budget limitations
Since 2011, Avass has regarded innovation as the application of new methods and ideas using original and
advanced innovation. This report is an analysis of Avass innovation strategy with recommendations for
future approaches.
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2. Introduction
Contemporary organizations depend on creativity to:
 Gain a competitive edge
 Manage processes efficiently and cost reduction
 Explore and identify new business ventures
 Improve performance and productivity
Transforming imaginative ideas from oblique to reality is a process of patterned thinking. It requires a
change in thinking to a creative thinking process of generating different ideas. Done using a wide variety of
techniques, it explores the innovative strategies at Avass while presenting possible recommendations for
existing problems faced by AVASS and contemporary industries (Landry, 2012).
This group innovation project makes use of the applied creativity and innovation model and the deliberate
creative thinking tools in a business case study. It looks at different modes of creative thinking for business
solutions.
2.1 Applied Creativity
Applied creativity engages the mind through a process of exploring, ideating, creating and validating. This
cyclic process involves a blend of consumer needs and brand strategies. Ideation is the creation of refined
ideas through an innovative process. This continuous process revolves around numerous ideas and changes.
Figure 1: Applied Creativity cycle (Shanley, 2016)
In order to define and implement the idea, it is important to generate the idea and explore gaps in the
company that the idea can fill. Brainstorming on the idea gives rise to a proper design of the possible
solution giving birth to the implementation strategy. The figure below describes the steps taken in the
applied creativity model. It highlights responsible persons in each stage.
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Figure 2: Applied Creativity and Innovation Model for Avass innovation
1.2 Deliberate Creative Thinking Tools and Techniques
To ensure the successful implementation of the Applied Creativity & Innovation Model, Avass needs a
combination of Deliberate Creative Thinking techniques. These are tools used in the above model. Each of
the techniques presents an analysis of organizational and industry challenges. Creative Thinking involves
the production and integration of new ideas as solutions to the impending challenge (Stewart, French, &
Rios, 2013). This starts with the imagination of both strange and practical solutions. Measured by
originality, the ideas lead to multiple solutions and concepts. Avass approach of using original and
advanced ideas gives room for improvements on a wider scale. It revolves around convergent, divergent,
refined and new thoughts. The ideas could be:
 Ambiguous
 Independent
 Thoughtful
 Unique
2.3 Applied Creative Thinking and Deliberate Creative Thinking
Innovation is authentic, resilient and influential. Applied creative thinking requires techniques to actualize
it. Imagineering is important for creating new solutions. Through the exploration techniques, Avass is able
to explore, ideate, validate and create. The figure below identifies the tools and techniques applied in Avass
creativity for the generation of winning ideas in the business.
Applied Creativity
and Innovation Model
Step
Creative Thinking Technique /Tool
Step 1. Definition stage Focusing the challenge
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Step 1.
Define the challenge (
Managers, Team
leaders & Directors)
Step 2.
Exploration stage
(team leaders)
Step 3.
Generating the idea
( Specialists )
Step 4. Designing
posible solutions
( team leaders &
specialists)
Step 5.
Implimentation
( Avass team)

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Imagineering
Multiple definition
Comparison of definition
Focus Statement
Step 2. Exploration Lateral Thinking
-breaking down stages
Parallel thinking
-Six thinking hats (White hat
-Black hat etc.)
-fresh ideas
Radiant thinking
-Divergent ideas
Step 3. Idea generation
(ideation )
SCAMPER
Brainstorm ( multiple solutions)
Mind mapping (idea connectivity)
Storyboarding ( exploring from research)
Attribute listing ( improvement areas)
Step 4. Design of
solution
Brainstorming
Lateral thinking
-Harvesting best selected ideas, ripe, and unripe
concepts
-Random entry
-Idea Treatment ( strengthen/shape them)
Alternatives
Clustering or Affinity Grouping
Multivoting
-Concentrated Grouping
-Red Dot Voting
Listing
Research
-Checklist
SWOT Analysis
Step 5. Implementation
stage
Integration and testing of tools
Table 1: Creative Design Thinking Techniques and application to applied creativity
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2.4 Application
Zhou, Potocnik, & Anderson (2014) review creativity in an organization to identify the implimentation of
innovation within individual, teams, organization and multilevel dimensions.
This project focuses on creative thinking for Avass in a multilevel system. It classifies the application of
techniques within the departments.
Figure 3: Creative thinking, an
integration of ideas from business,
human and technology
In this case, the innovation of
advanced technology for buses,
coaches and bikes needs designs
that consider consumer needs,
industry and business needs. The
human factor is a major determinant
in the creative innovation of products.
Avass innovation influences the transport business and it takes groups thinking from all Avass departments.
These include the marketing departments, IT, manufacturing and business. In order to address the rising
demand for electric vehicles, Avass starts with focusing the challenge, comparative definition and
exploring the situation (Avass, 2017).
Creative Thinking
Tools
Task Department/
Organizational Level
Individual Leader
Step 1. Defining the
Challenge
Focusing the challenge Targeting specific
problems for solution
Business Operations Departmental heads
Imagineering Creative design of new
concepts in practical
form
Manufacturing &
Engineering
Multiple definition Looking at the
definition from
different angles
Comparison of definition
( Lotus Bosom)
Weighing definitions
for pros and cons
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Usability
(Human)
Viability
(Business)
Feasibility
(Technology)

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Focus Statement Structuring the
definition to address a
specific problems
Step 2. Exploring the
situation
Lateral Thinking Consideration for ideas
outside the box
Consultants Avass Group
Parallel Thinking Use of similar logic Managers
Six Thinking Hats Use of group
discussions, individuals
Team Leaders
Radiant Thinking Mind mapping or
countless directed
thoughts
Employees
Step 3. Idea Generation
( Ideation)
SCAMPER Substituting,
Combining, Adapting,
Modification, Put to
other use, Eliminating,
Reversing
Engineers Developers
Mind Mapping Capturing ideas,
drafting mind maps and
software designs
Developers Manufacturing
Storyboarding Sketching of ideas
towards a sequence or
plan
Manufacturing
Attribute Listing Highlighting
characteristics or
elements of the design
Technical team
Brainstorming Generating ideas over
group discussions,
analysis, criticism and
evaluating
Avass Group
Step 4. Designing the
Solution
Lateral thinking Using a different
approach/fresh outlook
Avass Group
management team
Developers
Brainstorming Stimulating discussions
through creative
Manufacturing Creative department
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thinking heads
Multivoting Prioritizing ideas for
reduced categories or
range
Managers
Clustering Classification of ideas
into contextual
elements
Research Use of systematic
evidence based data to
design
SWOT Design based on
strengths, weaknesses,
opportunities and
threats
Listing Designing using
definite arrangement
Step 5. Implementation
Integrating tools Turning the idea into
reality/practical
solution
Manufacturing unit Avass engineers
Table 2: Deliberate Creative Thinking for a multilevel team at Avass
1.5 Expected Outcomes/ Recommendations
The report identifies an opportunity for group creativity in the real life situation within the business cycle.
This is an analysis of applied creativity and different techniques used for developing solutions in Avass Bus
Company and the innovation industry. This plan breaks down the thinking process by:
1. Looking at the effectiveness of innovation as a solution in the business
2. Presenting a framework for the company to develop new and advanced solutions
3. Considering the current innovation strategies used by Avass over the years
4. Contrasting Avass Bus Company’s innovative plan with the expected outcomes of innovation and
creative thinking
5. Pointing at the legislative and regulative measures in the creative process
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6. Assigning a group to carry out the process effectively and efficiently
7. Making recommendations for Avass on how to innovate through a continuous process for the
present and in the future
3. Starting Challenge
3.1 CASE STUDY: AVASS BUS COMPANY
Figure 4: Avass production and design unit in Melbourne and its Avalon factory showing the Electric bus
Avass is an Australian manufacturer of public transport vehicles including buses, vans and coaches. With
headquarters in Melbourne, the company has production units in Turkey, and China. The company also has
distribution units in Europe, Middle East and South America. Respected globally for battery
manufacturing, under the Avalon trademark, the company has a rigorous designing and prototyping process
(Vorrath, 2016). Its innovative products include the Electric Bus, which runs on an electric charged fuel.
This environment friendly invention has received a positive feedback across the globe.
3.2 The Electric Vehicle Design Challenge
In 2011, Avass launched the Electric bus, which continues to receive a positive feedback (Avass, 2017).
According to its CEO Allen Salyav, the company has plans for the manufacture of electric cars,
motorcycles and vans. Based on its success with the electric buses, the company intends to use the self-
charging infrastructure battery technology. The brands production uses its Avalon factory as the charging
unit. One of the greatest challenges with the Electric Vehicle (EV) is the charging infrastructure. This is a
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hindrance to Avass penetration in global markets because few countries have the EV charging systems.
The EV has the following attributes:
 It operates on low energy
 Does not use fuel
 Uses an electric battery charging system
 Requires a charging station
Its technology features the lithium-ion battery, which has been subject for debate. Most EV in the globe
operate on the hybrid batteries and rechargeable micro turbine. However, Avalon has a self-charging
system that does not require an infrastructural system. This gives is advantageous because of reduced costs,
lower weight of the bus and a single, high power charger for multiple buses. This is an additional invention
to alternative energy technologies like solar power buses (Drury & Hughes, 2013).
3.3 Project Challenges
Unlike the electric bus, which is a public service product, designing an electric vehicle is a challenge
because of various factor. These include the design of a product, which considers:
- Different consumer preferences for personal vehicle designs
- The EV capabilities and limitations including efficiency and environment friendliness
- Merging aesthetic designs and technical design applications is complex and calls for Imagineering
techniques
- The motor industry its highly dynamic consumer trends
- Locating an ideal production unit that
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4. Stage 1: Defining the Challenge
4.1 Focusing the Challenge
Focusing the challenge involves the definition of the problem through its underlying challenges. This is the
practical application of the divergent thinking theory, which uses a myriad of approaches including open
monitoring (Colzato, Ozturk, & Hommel, 2012).
Divergent Creative Thinking
Creative thinking in innovation includes the search for solutions using interrelated ideas. This leads to
divergent creative thinking, which is the generation of ideas using numerous possible solutions (Rios,
McConnell, & Brue, 2013). Through focused attention on the challenge, the approach promotes diversified
thinking styles. This method is evident in human and computer minds. In a computer system, the
interconnected parts influence the whole system. A feedback system shows the involvement of different
parts and the complexities involved. This is useful in clustering and it shows the influence of cause and
effect in trying to find a solution for Avass Electric Vehicle. Figure 5 below shows divergent systems
application of different ideas when designing team level thinking.
Figure 5: collaboration in designing business solutions is critical for team level thinking (Data Solutions,
2017)
4. 2 Imagineering
Imagineering is a way to define the challenge using a number of ideas. The combination of imagination
and engineering has developed interesting global themes that have turned into multimillion-dollar business
ideas (The Imagineers, 2010). This is a synthesis of different ideas to solve a problem. Experimenting
starts with thoughts, which form a visual image that makes sense. Innovators in the traditional and
contemporary world started experimenting through thoughts and ideas. These turn into practical ideas that
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others can recognize and appreciate. Advertisers bring out their imagination through creative directors
who combine brand and consumer elements in order to generate sales.
Imagineering is a process of playing with ideas, experimenting and visualizing. This is a process of asking
questions about the market demands, what consumer’s want, which trends feature in the industry, what
loopholes exist in the existing innovation, and the ideals. It looks at a wider picture while targeting ways
of capturing the narrowed perspective or solution. Figure 6 highlights examples of an Imagineering
process.
Figure 6: Imagineering process showing ways of being creative in real life cases (Vital, 2017)
4.3 Multiple Definitions
Avass groups attempt to find solutions takes a multilevel approach. This includes major departments
involved in the business. The table below identifies the gaps for the definition through multiple ideas on
the Electric Vehicle. Multilevel thinking is important in business because it gives the process a wide scope
of intelligence through action-based plans (Nusbaum & Silvia, 2011). This approach is beneficial for
Avass because it looks at the EV from a multidimensional approach. The marketing team perceives it from
an increased sales point of view while the business perspective looks at the business challenges ahead. In
an engineer’s perspective, this is an invention into the future world of efficient transportation.
Department Multiple Definition
Marketing New market penetration trends
Engineering Efficient and cost effective electric powered car
Technology Sustainable vehicle design
Production Fuel free, inbuilt battery system
Business ( management) Alternative transport system
Table 3: Multilevel perspective of the EV definition
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4.4 Comparison or Alternative Definition
The EV has alternatives in terms of different vehicle designs. Among these are EV cars, which comprise
of variations:
 Battery Electric Vehicles ( e.g. the petrol, electric motor, )
 Hybrid Electric Vehicles ( HEV)
 Plug-in HEV ( petrol powered )
The Lotus Bosom technique by Peter Watson, a British Psychologist organizes thinking into relevant and
applicable themes (Michalko, 2013). This is also a brainstorming tool for breaking down themes into
subcategories and alternative possibilities. For example, the EV also comes in brand qualities such as the
BMW i3, Nissan Leaf, Avass and Honda. The alternatives definition considers what each brand has in
terms of selling points:
 Outward and interior designs,
 Costs
 Environmental footprint or energy efficiency
 Performance
Figure 7: The Lotus Bosom for alternative thinking
4.5 Focus Statement
The definition of a problem through innovation starts with a process of meditation. This thought process
gathers data from different angles. Having used the Imagineering process to connect the business,
technology and consumer needs, Avass decides to explore the situation further using logic, mindmapping
and other tools. The focus statement for the next stage is:
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“The design of an efficient, environmental automobile system for the Avass Electric Vehicle”
5. Stage 2: Exploring the Situation
This is the process of reframing the problem towards a clearer focus (Samuel & Silverstein, 2012). At this
stage, a multidimensional approach is necessary because it incorporates all kinds of creative thinkers. It
gives insight through a process of discovery and consideration for ideas that are within the defined box.
The group needs to have discussions in order to harvest ideas from different thoughts including individuals
and teams. At this stage, the convergent thinking approach applies.
Convergent Thinking
Conceptualizing an idea means visualizing it. Sketches and pictures facilitate for a successful design
process. Convergent thinking elaborates further for the idea to stand out. It prioritizes and analyses
solutions for a preferred options. When problems have a clear definition, it is easier to analyse and exploit
the domains at hand.
Figure 8 using pictures as a guide for creative thinking in real life (Gold, 2017)
5.1 Lateral Thinking
This approach considers thinking from the unknown or unexpected perspective. Avass hires professional
consultants for a wider perspective. Thinking outside the box is an important tactic for the development of
new and original ideas (Silverstein, Samuel, & DeCarlo, 2012). It gives Avass a competitive edge for sales
and marketing campaigning as well as innovative designing. Therefore, the EV innovation idea may decide
to take a new dimension from an iterative process of redefining the original perspective to a new product
centred on the product services. This calls for an overhaul of the original business model to another
innovation through:
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 Reverse thinking
 Questioning the questions
 Changing the perspective
 Listing the assumptions and verbalization of the norm
Since 2011, Avass has had a focus on the Electric Buses and Coaches. This is an idea for the public service
industry. However, the existing need for clean energy and effects of carbon emissions from the automobile
industry, the brand decides to venture into the personal car industry. With plans underway for the electric
vehicles by Avass, it is important to consider some of the customer perceptions of the innovation and the
existing gaps in the automobile industry. This includes ideas for the battery manufacturing, infrastructural
development, car parts and manufacturing industries (Mclleroy, 2016).
Figure 9: A working group putting heads together in lateral thinking
5.2 Parallel Thinking
Instead of an argumentative approach, parallel thoughts concentrates on similar thoughts for a constructive
engagement. In this case, if the three departments at Avass have a different focus, the best creative
thinking approach is to refocus on the main problem, which is the development of an EV. This combines
car design, engine performance and battery capabilities (Beaty & Silvia, 2012).
Figure 10: Parallel thinking
example for the EV development
at Avass
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Battery
Car design
Perfomance

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This is a merger between ideas in the marketing level, engineering and manufaturing departments. This
calls for mutual benefits within a multidisciplinary tea headed by managers.
Six Thinking Hats
This is a popular parallel thinking approach that facilitates for a multilevel and multidimensional approach.
Developed in 1980 by Edward de Bono it provides a creative framework for team leaders. It starts by
converging ideas from different thoughts into one has numerous benefits (de Sousa, Pellissier, & Montiero,
2012). Avass plans to venture into the global business and this is a chance to incorporate multicultural
dimensions. This approach of creative thinking accommodates divergent ideas to prevent conflict of
interest. It simplified and highly effective. Avass competes in a highly competitive environment where
innovation is dynamic. This process supports change and cooperation. The application of the six hats
thinking is as follows:
Blue Hat represents controls for managing the thinking process. Used at the beginning and end
it checks for productivity and issue based ideas such as quality controls to ensure the efficiency of the EV.
Red Hat thinking symbolises emotional and intuitive creativity. It gives individuals a chance to
express themselves. For example, Avass directors can highlight the brand agenda as an inspiration in the
innovation.
White Hat is about the clear facts of an idea and the information available about a behaviour or
an issue. It considers the systematic research decisions made by consultants and external parties in order to
generate better ideas that merge with Avass objectives.
Black Hat leans towards judgemental aspects, the dark and difficulties of an idea. This is a
result-oriented approach that goes beyond the alternatives. It looks at the shortcomings of the EV in
Australia and other areas where the EV has been in use.
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Yellow Hat creative thinking shows bright and positive ideas that are value based focus on
benefits. It looks at issues in a different angle and evaluates them. Although the EV is an engineering
innovation, this perspective considers the inclusion of aesthetics for the vehicles.
Green Hat thinking represents creativity, which enhances performance and not ego. It
combines possibilities and alternatives for new dimensions. This is clear thinking with an objectivity and
different angels. Avass uses this idea to merge attributes of the EV for a comprehensive product.
Challenges of the six hat thinking strategy is that it requires a connection between leadership, teams,
individual creativity and productivity (Kivunja, 2015). It also takes time and may lead to conflicting ideas.
5.3 Radiant Thinking
The development of ideas through concentration on the solution, planning its implementation and
structuring it (Buzan, 2011). This is a colourful and vibrant use of graphics and drawings to illustrate the
creative thoughts. The conceptualized framework identifies new ideas based on previous findings through
a reorganization technique.
Figure 11: Illustration of how the mind generates ideas through creative techniques (Buzan, 2011)
Individuals and teams come together to share concepts and knowledge that they have in order to contribute
to the development of ideas. Avass company objectives is to implement ideas through innovation suitable
for the changing world.
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Figure 12: Individual and Group participation (IHMC Cmap Tools, 2017)
Mind Mapping
The creation of words, images and numbers in a systematic way creates logical concepts. A mind map is
the use of colourful and rhythmic expressions using coloured pens, paper and the mind. Using the
imagination a mind map draws images as ideas on paper starting from a centre and connecting through
branches in a curved line. In contemporary creative thinking, mindmapping is important for innovation
(Tony, 2013).
Figure 13: Combination of Buzan’s Mindmapping using the six hats graphics technique (Jayne, 2017)
Its application in the Avass case includes an exploration of countless ideas on EV topics (Niu & Wu, 2017).
Some of the ideas to map include:
 Alternative to fuel transport systems (electricity, hydrogen, gas, propene)
 Clean energy ( solar, geothermal, wind, )
 Low carbon emission ( Sustainability, air pollution, from fossil fuel, natural gas,)
 Renewable energy ( natural replenishment, biofuel, global warming,)
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 Fuel cell electric vehicles ( FCEV)
 HEV
 PHEV
 Battery electric vehicles
6. Stage 3: Idea Generation
Using a team of engineers, manufacturers, developers, the technical team and the Avass Group, this stage
delves into the divergent views. Using storyboarding, brainstorming, mind mapping, SCAMPER and
attribute lists, it questions all solutions highlighted in order to come up with concrete solutions. This
generation of ideas searches for satisfactory solutions in a nonlinear process (Onarheim & Christensen,
2012). It starts by questioning, innovating and increasing solutions through strengths and weaknesses.
6.1 SCAMPER
This is a creative thinking approach that asks questions by substituting, combining, adapting, modifying,
putting to another use, eliminating and reversing. The table below shows Avass approach (Graham, 2013).
Inspired by Osborn Alex and Eberle Bob, this approach encourages creativity through critical thinking.
Substituting Changing the Electric Bus concept to EV
Combining Combining energy efficiency and alternative
energy system
Adapting Adapt modern car designs
Modifying Modification of vehicle operation and battery
Putting to another use Put the engine to another use
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Eliminating Waste elimination for enhanced efficiency
Reversing Reverse the definition of EV to incorporate
sustainability and futuristic innovation
Table 4: The application of SCAMPER tool for AVASS EV innovation process
6.2 Brainstorming
When Avass team members and leaders put their minds together to brainstorm on ideas, collective
thinking springs to new and stronger solutions. Brainstorming involves a plan, which highlights a problem
statement, the Avass point of focus, and goals. This is advantageous in that it creates an environment of
quality ideas, less criticism and focus on the central issues of concern. A multilevel approach encourages
ideas from different quarters (Kohn & Smith, 2011).
Figure 14: Contemporary Brainstorming in a group using technology devices
Advantages of brainstorming include:
 Providing leadership
 Maximizing on the potential of the solution through spontaneous generation of idea
 Influencing individuals to think and explore information
 It encourages participations through democratic processes
 It encourages team work and multiplicity of ideas in large groups
 It clarifies ideas and gives authenticity to specific solutions
Disadvantages of brainstorming include:
 It calls for cooperation from group members
 Effective for specific ideation steps and may cause a conflict of interest.
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Figure 15: Example of brainstorming illustrated for Avass (Dreamstime, 2017)
6.3 Story Boarding
This is a sequence of drawings showing ideas flowing from a sequence. It is a series or sequence of comical
illustrations. This is a focus on a scenario with an examination of the process through ideas, plans, creation,
communication and organization boards. These provide a platform for progressive brainstorming processes
on themes, steps, timelines and scenarios. In this case, Avass engages its manufacturing teams in the
placement of ideas in a strategic relationship to transcribe and relay ideas from all stakeholders in the
technical team. These come in handy for classification of ideas in card storyboards.
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Figure 16: Example of individual storyboarding (Bluehair , 2009)
6.4 Listing
Initiated in 1931 attribute listing is a brainchild of Robert Crawford Patt. Referred to as Attribute Listing
Matrix (ALM) its use in contemporary creative design contributes to the generation of ideas through its
attributes. These could be shapes, colour design, power or price. In Avass design of the EV, process
attributes are important guides for manufacturers. Employees engage in marketing, production and
designing of a fuel alternative vehicle model. Using group interaction each individual participates
rigorously in the EV design model (Gardner, Parsons, & Hildrue, 2011).
Cost EV Fuel driven car Attributes
Speed Speed 75 mile 150 miles Battery charged, fuel
Cost Less than $2.00 gal of
gas
More than &1.5 gal
gas
Low energy high energy
Price $ 23000 lower $16,000 higher Cheaper, costly
Pollution Zero emissions High carbon Clean energy, carbon
release
Design Simple Complex Common, variety
Table 5: Attribute list comparing an EV with a fuel based car
7. Stage 4: Designing the Solution
7.1 Clustering
Some tools from previous stages such as lateral thinking and brainstorming may apply but the main
approaches for the Avass EV are clustering, research, Multivoting, and SWOT analysis. Harvesting ideas
in the manufacturing organization calls for a concerted effort from all departments. The multiplicity of
ideas calls for a proper organization and selection process to separate unique and new concepts from
original ones. The convergent thinking process gathers all data and prioritizes them. Clustering is a
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nonlinear approach that explores on a central idea to lead to an expected or new concept. In business, it is
the use of different knowledgeable ideas for enterprising ventures (Eger, 2011)
Figure 17: Clustering and bundling in design thinking (Siang & Dam, 2017)
Avass clustering has a focus on the manufacturing, design and business contexts. These determine the
adoption of creative ideas for the EV design and mechanical attributes.
7. 2 Researching
The process of organizing, and managing the knowledge generated involves research. Gathering the facts
reviews information for by studying, rethinking and recreating them. The invigorative process distinguishes
knowledge by answering questions about the underlying subjects (Webb, 2015). This is an issue-based
approach that gathers background data for evidence and it gives recommendations. Research is crucial in
the preliminary stages of the design process and its reflection across the multilevel system indicates a
multidimensional approach of ideas from different industries. Ideas in the Avass EV development emanates
from the manufacturing unit, professional developers or scientists, group manufaturing and departmental
data.
Figure 18: Researching as the collection of evidence through background data
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7.3 Multivoting
Multivoting dwells on the existing ideas and brainstorms through the enlisted list before narrowing down
on the prescribed solution. A list of votes for ideas determines the action undertaken by the group
(Kudrowitz & Wallace, 2013). A development plan may highlight ideas of what to do, how and when to
undertake the project. It makes choices from the wider ideas, it works with brainstorming, and it gives
contributors a chance to support other ideas. The process synchronizes ideas giving the group a unified
approach and focus.
Figure 19: Making decisions using Multivoting (Free Management Books, 2017)
Avass needs to brainstorm on the marketing techniques to use for the EV coaches in Australia and the
global market. Ideas from individuals in the departments and teams influence the generation and choice of
these ideas.
Advantages of this method is that Multivoting narrows down ideas to relevant ones. Dot voting is one of
the approaches in which individuals use dots or stickers to mark their preferred ideas. Each dot counts as a
vote giving the selected ideas an edge over the rest (Desai, Kotadiya, Makwana, & Patel, 2015).
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Figure 20: Dot voting example showing idea prioritization by individual lists (Jain, 2016)
7.4 SWOT
An analysis of the data presentation is critical in the multilevel creative thinking process. It looks at the
bigger picture in groups of pros and cons. The Strengths, Weaknesses, Opportunities and Threats explore
factors of the return on benefits. Business innovation has a profit focus that determines success. It is a
synthesis of ideas and strategies for effective implementation (Runco, 2013). This is crucial in enhancing
efficiency in-group thinking.
Figure 21: An analysis of SWOT evaluates the company strategies, project prioritization and other
matrices
SWOT is the development of accurate creative thinking within a complex analysis featuring external and
internal ideas. The Avass EV project comprises of different stakeholders including industry professionals.
SWOT gives them an Avass a chance to take advantage of the opportunities while overcoming the
challenges. SWOT makes use of company objectives and individual needs through a defined criterion for
the team.
In addition to the SWOT, Avass needs a Pulses, Potential Concerns (PPC) for shuffling good ideas and
implementing them. It involves fixing any concerns arising from the SWOT. This is ideal in marketing the
EV idea in new markets.
Strengths
 Clean energy
 Efficient
 Cost effective
 Sustainable
Weaknesses
 Needs improved design
 Better performance
 Improved infrastructure and charging
system
Opportunities
 Electric cars, mechanical operations,
motorbikes, trucks
Threats
 Consumer preference for luxury fuel
brands
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 Global markets
 Improved battery systems
 Alternative energy designs
 National legislations in regional business
 Inflation
 Competitor and production challenges
Table 6: Example of Avass SWOT for the EV innovation
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8. Stage 5: Implementation and Recommendations
The figure below highlights a chat for each department’s implementation of the tasks. Showing the idea
and its task break down it represents the timing and responsibility with measures for any risks arising.
e
Figure 22: The Implementation chat for ideas (Jayne, 2017)
The implementation stage in creative thinking is the most critical because ideas are at stake (Cormie, 2017).
The challenge in this stage is to control the process in order to facilitate the necessary plan.The Avass
group creative thinking process leads to the following recommendations:
 The use of individual, teams and technology solutions
 Multilevel creative design using multidimensional techniques for diversity
 Innovation to focus on reduction of carbon emission and clean energy cars
 Improved energy efficiency and performance at the center of the manufacturing
 The incorporation of sustainability in all production units at Avass
 Embracing climate friendly CSR as a brand element
 The development of two battery types for Avass vehicles including the fast inbuilt and
infrastructure based charging systems
 Mass production of electric cars as a cheaper alternative for private and public transport
 Use of modern car designs to challenge competitor models
 Market penetration to Europe and China with EV
 Reinforce the success of the electric bus with the EV including cars and motorbikes
 Explore other alternative energy cars like solar
 Monitor sales for all products and weigh customer perception on the new designs for improvements
Avass expects to feature among the top 10 future car conceptualized ideas (Top 10 Information, 2016) with
researched and Imagineering designs.
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9. Conclusion
The applied creativity and innovation model adopts deliberate creative thinking techniques in innovation
and development of ideas for practical life. Like other designs, the Electric Vehicle started with an idea. Its
conceptualization was a process of identifying suitable opportunities in the automobile industry. The need
for clean energy creates a major problem that needs sustainable solutions, which support modern trends.
Using skilful Imagineering Avass focuses its energy and innovation towards this idea. With a clear goal of
solving the energy crisis through the EV the company assigns a multilevel team to put on their thinking
hats and deliver a product that is acceptable to consumers and competitive for the Australian and global
market. This five-stage process involves a definition, exploration, ideation, and designing as well as the
implementation stages. The application of appropriate techniques from the onset to completion provides a
reliable framework for individual, teams and leadership creative thinking.
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11.Appendices
Green Accreditation
The idea of ‘green accreditation’ is important to the multilevel EV approach. Using the Australian regulatory system,
Avass needs the following guidelines in policy and regulation.
 National standards for private organizations such as the energy efficiency
 Industry specific conformance to on innovation under the Department of Industry, Innovation and Science
 The 2012 Greenhouse and Energy Minimum ratings on Energy Standards ( GEMS) for testing and model
registration
 The Minimum Energy Performance ( MEPS) requirements
 Review of the renewable energy and safety approaches
 Use of Green logos and symbols with brand website and sustainability agenda

Reflection:
Sustainability is provides the inspiration for the business venture. Avass needs to design its products with a
respectable image that indicates its ability to produce energy efficient products. This starts with the adherence to
legal framework and stipulations. Its ideas and tests consider economic viability as well as the sustainability factors.
This motivation comes out clearly in its supply chain, marketing and production units.
Appendices