Publikationen: Innovationsmanagement

Bitte registrieren Sie sich, um die vollständigen Publikationen einsehen zu können.


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.

Innovationsmanagement, 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

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

Ideas-First or Needs-First: What Would Edison Say?

Sarah Miller Caldicott, 1. Januar 2011

In just over 30 years, Thomas Edison pioneered six industries that today have a cumulative market value of more than $1 trillion. How did he do it? This article shows that Edison was ahead of his time, adopting a needs-first approach to innovation that is being hailed as the wave of the future today.

White Paper

Retiring the House of Quality

Anthony W. Ulwick, Richard E. Zultner, Richard Norman, 1. Januar 2011

With the advent of outcome-driven thinking and modern QFD methods, innovation and product development have been transformed. It is time to retire obsolete tools and adopt new Design for Six Sigma standard practices for the execution of these critical business processes.

White Paper

A New Perspective on Strategy

Anthony W. Ulwick, 1. Januar 2011

The goal of strategy formulation is to create a unique and valued competitive position, but until now, how this is done has been unclear. This article explains what strategy really is and reveals the six growth paths that a company can pursue in any market to differentiate its offerings and grow revenue.

White Paper
Strategie, Innovationsmanagement

What is Innovation?

Defining Innovation in the “Jobs-to-be-Done” Paradigm

Anthony W. Ulwick, 1. Januar 2011

When building a competency in innovation management, an organization must first agree on what innovation is and then adopt the best innovation process to support it. Before adopting an innovation process, an organization has to agree on the definition of innovation. In this primer, we define innovation, and also describe and discuss Strategyn’s Outcome-Driven Innovation® (ODI) methodology—a proven innovation process with an 86 percent success rate. This primer is designed to help those interested in ODI understand the terminology associated with the process. We start by defining innovation, introduce other basic terms, and take you through the terms associated with key process elements including inputs to the process, discovering and analyzing unmet needs, and generating ideas. There is also an abridged glossary of terms at the end of the primer.

White Paper
Innovationsmanagement, ODI Prozess

Service Innovation

How to go from Customer Needs to Breakthrough Services

Lance A. Bettencourt, 1. Juli 2010, Mcgraw Hill Book Co, 255 Seiten

If there's one truism about the service sector, it's that businesses don't succeed by inventing a better mousetrap; they succeed by finding the best, most cost-effective way to get rid of their customers' mice. In industries ranging from heavy machinery to health care to financial services to consumer goods, service innovation is helping businesses find new revenue streams - and enhance existing ones - by satisfying their customer's need to get things done. Few understand this better than Lance Bettencourt, a strategy adviser at Strategyn and a leading educator in management innovation consulting. And in "Service Innovation", Bettencourt gives a master's class on the art and science of creating breakthrough service products.

Dienstleistungen, Innovationsmanagement, ODI Prozess

innovate! austria.

Von der österreichischen Innovationselite lernen

Søren Salomo, Martin Pattera, Gerald Steinwender, 1. Januar 2008, WINGbusiness

Ziel von innovate! austria. ist es, Unternehmen bei der Steigerung der Innovationsleistung zu unterstützen. Kernelement dazu ist das Erkennen eigener Innovationspotenziale durch Assessment und Benchmarking. Anhand des Innovation Excellence Modells wurden aus der Analyse von annähernd 100 Unternehmen Erfolgsfaktoren und Best Practices von Benchmark-Unternehmen abgeleitet. Die österreichische Innovationselite erreicht im Vergleich zu ihrem Branchendurchschnitt eine deutlich höhere Umsatzrentabilität. Sie unterscheidet sich von innovationsschwachen Unternehmen durch klare Zielvorgaben für Innovation, sowohl auf strategischer Ebene als auch in operativen Bereichen. Dem Front End im Innovationsprozess wurde bisher nur mittelmäßige Bedeutung beigemessen – hier liegt das größte Potenzial auch für Benchmark-Unternehmen.

Journal Artikel

What Customers Want

Using Outcome-Driven Innovation to Create Breakthrough Products and Services

Anthony W. Ulwick, 1. September 2005, Mcgraw-Hill Professional, 202 Seiten

For years, companies have accepted the underlying principles that define the customer-driven paradigm - that is, using customer "requirements" to guide growth and innovation. But twenty years into this movement, failure rates are still high and breakthrough innovations are still rare. In a book that challenges everything you have learned about being customer driven, internationally acclaimed innovation leader Anthony Ulwick reveals the secret weapon behind some of the most successful companies of recent years. Known as "outcome-driven" innovation, this revolutionary approach to new product and service creation transforms innovation from a nebulous art into a rigorous science from which randomness and uncertainty are eliminated.

Innovationsmanagement, ODI Prozess