Our goal remains the same—to transform innovation from an art to a science.
In the September, 2016 Harvard Business Review article, Know Your Customers’ Jobs to be Done, Clayton Christensen states, “Innovation can be far more predictable—and far more profitable—if you start by identifying the jobs that customers are struggling to get done”.
Strategyn has collected data through formal research that supports Christensen’s claim and shows just how much more predictable innovation becomes when using Jobs-to-be-Done Theory and Outcome-Driven Innovation.
To obtain this data, we engaged a Harvard Business School trained independent researcher to study the success rates of traditional innovation methods vs. our own innovation process, Outcome-Driven Innovation.
The results of that study showed that while the success rates of traditional innovation processes average 17 percent, the success rate of Outcome-Driven Innovation is 86 percent.
This means that 86 percent of the products and services launched by our clients using ODI were a success. This data validates Christensen’s claim that the innovation process is more predictable if you start with a focus on the Job-to-be- Done. In fact, it is five-times more predictable. The reason for the success of ODI is simple: a company can dramatically increase its chances for success at innovation if it knows precisely what metrics customers use to measure success and value when getting a job done.
Here are the details of the study.
INNOVATION IMPROVES INNOVATION SUCCESS RATES
In order to accurately determine the success rate for traditional innovation processes, the researcher found success rate reports from 12 different sources, including the Harvard Business Review, the consulting firm Frost & Sullivan, the professional services firm PricewaterhouseCoopers, the Product Development Management Association (PDMA), the Corporate Strategy Board and others.
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