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Jobs to be done

Theory to Practice

Anthony W. Ulwick, 28. Oktober 2016, Idea bite press, 202 Seiten

Why do so many innovation projects fail? What are the root causes of failure? How can they be avoided? Since 1990, Tony Ulwick has pioneered an innovation process that answers these questions. In 1999, Tony introduced Clayton Christensen to the idea that “people have underlying needs or processes in their lives, that they are addressing in some way right now”—an insight that was to become Jobs-to-be-Done Theory.

Bücher
Innovationsmanagement, ODI Prozess

The Role of Ethnographic Research

Anthony W. Ulwick, 15. Dezember 2015

Many consumer packaged goods (CPG) companies have embraced ethnographic research as a means for gathering customer insights. Unfortunately, some are unintentionally misusing it in ways that are subverting and derailing their innovation process. Like any tool, ethnographic research has its limitations. Strategyn understands how to use ethnographic research effectively and has incorporated it into its Outcome-Driven Innovation (ODI) process. Used with quantitative research, ethnographic research leads to the insights needed to be successful at innovation.

White Paper
ODI Prozess

Building a Customer-Centric Culture of Innovation

Anthony W. Ulwick, 25. August 2015

Companies understand the value of becoming customer-centric, but the transformation is challenging. In our engagements with Fortune 1000 companies, we have been asked many times, "How do you build a customer-centric culture of innovation in a company that historically has been idea or technology driven?" In this paper, Tony Ulwick offers guidance for doing just that. Our approach, which is based on 24 years of experience and has a track record of success, is proven to deliver the greatest impact in the shortest time.

White Paper
ODI Prozess, Innovationskultur

What is Outcome-Driven Innovation®?

Anthony W. Ulwick, 1. Januar 2013

ODI is a strategy and innovation process built around the theory that people buy products and services to get jobs done. It links a company's value creation activities to customer-defined metrics – a truly revolutionary concept in the field. With an 86 percent success rate, ODI helps companies to make product and marketing decisions that ensure the growth of core markets and the successful entry into adjacent and new markets.

White Paper
ODI Prozess

Outcome-Driven Innovation®

Anthony W. Ulwick, 10. Oktober 2012

Nearly all companies face the same challenge: they must innovate to grow, but their innovation process fails them. Why? Because they use a hodgepodge of hit-or-miss innovation practices that are unreliable or just don’t work. That’s why we spent the last 21 years creating Outcome-Driven Innovation (ODI) — a strategy and innovation process built around the theory that people buy products and services to get a "job" done.

Using ODI, we have worked with some of the world’s leading companies to launch some of the fastest-growing products. Our patented process works because it links value creation activities to customer-defined metrics, yielding a success rate that is five times the industry average.

Outcome-Driven Innovation is a different, effective, and predictable way to innovate and grow.

It is a breakthrough in innovation.

White Paper
ODI Prozess, Innovationsmanagement

Turn Customer Input into Innovation

Anthony W. Ulwick, 10. September 2012

Lots of companies ask customers what they'd like to see in new products and services - but they go about it all wrong. A new methology for capturing customer input promises to galvanize the innovation process.

Journal Artikel
ODI Prozess

Outcome-Based Segmentation

Anthony W. Ulwick, 1. Januar 2012

Most companies segment their markets—but few have used segmentation to proactively gain a disruptive foothold into new markets. A new approach to segmentation offers companies a better way to formulate their market, product and branding strategies.

White Paper
Marktsegmentierung

Silence the Voice of the Customer

Focus on the “job-to-be-done” and create breakthrough products and services

Anthony W. Ulwick, Lance A. Bettencourt, 1. Januar 2012

Over the past 30 years, voice-of-the-customer experts have led companies to believe that it is impossible to know all their customers’ needs. They contend that customers can’t articulate their needs, and that customers have latent needs—or needs they don’t know they have. What if it turns out that this thinking is wrong? Here is the answer: instead of failing 80 percent of the time, companies will succeed in their innovation efforts 86 percent of the time. How do we know this? Because over the past 20 years we have created and refined an innovation process called Outcome-Driven Innovation® (ODI) that invalidates this old thinking. In addition, a ten-year track record study reveals that when the world’s most respected companies silence the voice of the customer and gather the right inputs for the innovation process, they experience an 86 percent success rate. This is a complete turn-around in the innovation industry. Learn how thinking about customer needs from a "jobs-to-be-done" perspective enables companies to create winning growth strategies and breakthrough products and services.

White Paper
Kundenbedürfnisse, ODI Prozess

Markt- und Technologieorientierung - Outcome-Driven Innovation® als Ansatz zur ganzheitlichen Integration der Kundenorientierung in das Unternehmen

Gerald Steinwender, Martin Pattera, Dietfried Globocnik, 1. Januar 2012

Erfolgreiche Unternehmen haben eine ausbalanciert starke Markt- und Technologieorientierung. Die Umsetzung in konkrete Projekte ist jedoch oft schwierig. Marktgetriebene Innovationsprojekte auf der Basis von Verbesserungsvorschlägen der Kunden beinhalten oftmalig nur geringe Innovationen und geringes Marktpotenzial. Technologiegetriebene Innovationen beinhalten hingegen die Gefahr am Markt abgelehnt zu werden. Die Frage ist wie diese beiden strategischen Grundorientierungen am effektivsten zusammengeführt werden können. Hierzu wird die Outcome-Driven Innovation Methode (ODI) vorgestellt. Sie erhebt systematisch Kundenbedürfnisse, die den Ausgangspunkt aller F&E- und Marktbearbeitungsaktivitäten darstellen. Die ODI-Ergebnisse helfen Kundenbedürfnisse richtig zu verstehen und technische Lösungen nach ihrem Beitrag zum Kundennutzen zu beurteilen. Dadurch wird der Erfolg von Innovationsprojekten besser prognostizierbar und das Risiko von Misserfolgen reduziert. Aus strategischer Sicht ermöglicht der Ansatz durch den Aufbau eines gemeinsamen Kundenverständnisses die Aktivitäten von F&E, Marketing und Vertrieb aufeinander auszurichten.

White Paper
ODI Prozess

Building a Corporate Culture of Innovation

A conversation with Anthony W. Ulwick

Anthony W. Ulwick, 13. Mai 2011
To accelerate revenue growth, many companies are relying on the Chief Innovation Officer (CIO) to effectively harness the power of innovation. Deciding how to structure and staff such an effort will very well determine its success. In a discussion with an executive who recently took on the responsibility for establishing an innovation center of excellence for a $10 billion Fortune 1000 firm, Strategyn CEO Tony Ulwick explains how companies are using an approach he calls "directed innovation" to accelerate their growth.
 
Journal Artikel
Innovationskultur, Innovationsmanagement

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