Anthony W. Ulwick
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- Bu səhifədəki naviqasiya:
- THIS BOOK
- ODI replaces luck with a predictable process.
- THEORY
The 21 launches were categorized as follows: new product (10), new service (1), product enhancement (4), service enhancement (4), and operational enhancement (2). For the three product launches that were considered unsuccessful, the sponsoring companies indicated that they did a poor job of executing the commercialization of the product.
THIS BOOK“What is the value of Jobs-to-be-Done Theory and how do you put the theory into practice?” This book answers these questions. I reveal to you the hidden implications of Jobs-to-be-Done Theory and explain how to put Jobs-to-be-Done Theory into practice using Outcome- Driven Innovation®. The structure of this book systematically takes you through three phases – from Theory, to Process and finally to Practice. The story told in this book can be summarized as follows: Companies fail frequently at innovation because they struggle to understand and rationalize all the customer’s needs. Jobs Theory provides a needs framework that makes it possible to categorize, define, capture, organize and prioritize customer needs. A strategy framework, built around Jobs Theory, enables a company to correctly categorize, understand, and employ the 5 strategies that drive growth. Outcome-Driven Innovation ties customer-defined metrics to the customer’s Job-to-be-Done, transforming every aspect of opportunity discovery, marketing and innovation. Prospective practitioners can assess their ability to put Jobs Theory and ODI into practice with detailed insight into a typical innovation initiative. Companies should employ a proven three-phased approach to build a competency in Outcome-Driven Innovation. Chapter 1 introduces us to the root cause of failure in innovation. Why do so many projects fail? Chapter 2 introduces the solution: the Job-to-be-Done Needs Framework. Chapter 3 introduces the Job-to-be-Done Growth Strategy Matrix to explain how and when to use the five strategies that drive growth. Chapter 4 introduces our latest thinking regarding the execution of the Outcome-Driven Innovation process. Chapter 5 includes six case studies of companies that applied the Outcome-Driven Innovation process and achieved impressive results. Starting with Chapter 6, we introduce the Practice: a description of the 84 steps that comprise the Outcome-Driven Innovation process. Developed over the past 25 years, these are the steps a practitioner must take to successfully execute ODI. Chapter 7 describes a three-phased approach for helping your organization use ODI to build a competency in innovation. Chapter 8 is about the “Language of Job-to-be-Done” – the lexicon of innovation. Lastly, Chapter 9 points you to useful resources – videos, articles, and books that may be helpful on your journey of learning and practice. Innovation is far from simple. An effective innovation process must produce answers to the following questions: Who is the customer? What job is the customer trying to get done? What are the customer’s desired outcomes? How do they measure value? Do segments of customers exist that have different unmet outcomes? What unmet outcomes exist in each segment? What segments and unmet outcomes should we target for growth? How should we define our value proposition? How should we position our existing and pipeline products? What new products must we create? The qualitative, quantitative, and analytical methods that comprise our Outcome-Driven Innovation® process reveal answers to these questions and more. ODI replaces luck with a predictable process.This book is part of my lifelong journey. For the past 25 years, I’ve worked with the best and brightest people in industry, and have seen innovation through the lens of many companies. I’ve had the privilege of contributing to the creation of products that save and protect lives and other products that make those lives more enjoyable. It is my sincere hope that this book will help you and your organization on your quest for innovation success. Contact me to share your stories and insights: ulwick@strategyn.com. THEORY1. WHY DO INNOVATION PROJECTS FAIL? The goal of innovation is straightforward: to come up with solutions that address unmet customer needs. Today’s most popular approaches to innovation fall into one of two types: those that begin with a focus on solutions (or ideas) and those that begin with a focus on customer needs. In what I call the “ideas-first” approach, companies brainstorm or otherwise come up with product or service ideas and then test them with customers to see how well the ideas address the customer’s needs. In the “needs-first” approach, companies first learn what the customer’s needs are, then discover which needs are unmet, and then devise a solution that addresses those unmet needs. As I will explain, the “ideas-first” approach is inherently flawed and will never be the most effective approach to innovation. It will always be a guessing game that is based on hope and luck, and it will remain unpredictable. The “needs- first” approach to innovation, while not inherently flawed, is often flawed in its execution. Recognizing why it is flawed and executing it correctly is the key to success in innovation. This structural flaw in the needs-first approach is corrected in the Outcome-Driven Innovation process. Yüklə 1,81 Mb. Dostları ilə paylaş:
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