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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

The Customer-Centered Innovation Map

Part of HBR's "10 Must Reads on Innovation"

Lance A. Bettencourt, Anthony W. Ulwick, 1. Mai 2008, Harvard Business Review

We all know that people "hire" products to get jobs done. Office workers hire wordprocessing software to create documents. Surgeons hire scalpels to dissect soft tissue. But few companies keep this in mind while searching for ideas for breakthrough offerings. Instead, they rely on inquiry methods (such as customer interviews) that don’t generate the most promising ideas or exhaustive sets of possibilities. To systematically uncover more—and better—innovative ideas, Bettencourt and Ulwick recommend job mapdping: Break down a job that customers want done into discrete steps. Then brainstorm ways to make steps easier, faster, or unnecessary. For example, while cleaning clothes, people don’t notice stubborn stains until they’ve taken the clothes from a dryer and started folding them. If they find a stain, they must repeat the job. A washer that detects persistent stains and takes appropriate action before consumers execute the rest of the job would have huge appeal.

Read/download the article: Harvard Business Review

Journal Artikel
ODI Prozess

Giving Customers a Fair Hearing

Anthony W. Ulwick, Lance A. Bettencourt, 1. Januar 2008, MITSloan Management Review, Vol. 49, No. 3

With a clear definition of what a customer need is, companies are able to get the inputs that are required to succeed at innovation.

Download of article: MIT Sloan Management Review

Journal Artikel
Kundenbedürfnisse, 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