Thesis - about studying " the process that people were trying to execute when they were using a product or service", instead studying the product itself;
Concept of customer-driven maps - cd-maps - introduced by Ulwick in 1991
Case study for validation - a qualitative research effort
"Desired outcomes" - consisting of "75 customer need statements"
Customer need statements - defined as metrics that a customer type ( in the study case, cardiologists) used to judge and measure their successes;
According to Ulwick, "Tying customer defined metrics to the underlined process the customer was trying to execute was the key to success." (p.17)
The process continued to evolve;
Outcome-driven innovation was patented;
The author and professor Clayton Christensen, interacted with Ulwick, and came up with it inside that the major difference in this method what's the actual fact that the focus was not in the customer are in the product but rather "on the underlying process the customer was trying to execute, or, as he eventually came to call it, the 'job' the customer was trying to get done.
"Turn customer input into innovation", in 2002 published by Harvard Business review;
Book - what customers want - The above article generated the opportunity to develop the idea of "outcome-driven innovation" presented in the book "what customers want: using outcome-driven innovation to create breakthrough products";
Harvard Business review article in 2016 - by professor Clayton Christensen - entitled "know your customers jobs-to-be-done" stating that "
Statement from the above clay's article, "innovation can be far more predictable - and far more profitable - start by identifying the Jobs that customers are struggling to get done." (P.20) this actual quotation is in the Harvard Business article.
Supporting Clay's claim - the work from Ulwick, and his Strategyn team, supported Clayton christensen's claim, using collected data and formal research, based on jobs-to-be-done theory and outcome-driven innovation.
In partnership with Harvard Business School independent researcher
Goal - with the goal of studying the success rates in comparing traditional methods versus the outcome driven innovation method;
5 times more predictable - Significantly more successful - the outcome driven innovation prove it to be more successful when comparing with traditional methods;
Reasoning for improving success rate - according to Ulwick, "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. " (P.21)
Marcio's reasoning - on improvement of consumer producer interaction - this idea seems to align with key ideas from Eric von hippel, from his work User Innovation and also Free Innovation; it seems to me that users continue to manipulate the environment so they don't take things for granted possibly a phenomenon that emerged out of necessity; it seems to be a resulting phenomenon that follows from declaration and human work in society.
There are three parts in the book:
Theory - the needs framework and strategy matrix
Process - the outcome-driven Innovation method
Practice - methods intended to help practitioners and implementation
The failure to understand and rationalize customer needs - it's a major reason that companies fail frequently with innovation;
The importance of a method to prioritize customer needs - the Brooks presents a framework that helps to categorize, define, capture, organize, and prioritize customer needs.
It's important to to come up with a strategy framework around job theory - and with that to enable companies to employ five strategies that drives growth; (p.27)
The value provided by outcome-driven innovation, consists of tying customer-defined metrics to the customer's job-to-be-done; directly impacting opportunity, marketing and innovation;
To help practitioners - and understanding and assessing their ability "to put Jobs Theory and ODI (outcome-driven innovation) into practice with detailed insight into a typical Innovation initiative." (P.27)
Define an approach consisting of three phases to support companies to build competency with ODI;
Marcio é um empreendedor com interesse em inovação, empreendedorismo, cultura e gestão. Formado em ciências da computação, Marcio fez seu estágio de graduação no Vale do Silício em uma das empresas que marcaram a história da Internet (Netscape Communications). Posteriormente mudou-se para o Vale do Silício trabalhando para Netscape / America Online, Yahoo! e posteriormente ao voltar ao Brasil, para a Mozilla Corporation (criadores do navegador Firefox). Antes de se tornar empreendedor e consultor, Marcio pôde colaborar com vários departamentos como marketing, inovação, engenharia e em times de documentação e evangelismo. Se tornou autor de patentes internacionais e gosta de estudar e escrever para os futuros empreendedores e gestores. Marcio é apaixonado por comunicação, negócios, tecnologia e cultura. Alguns dos seus livros preferidos são High Output Management, Conscious Business, The Hard Things about Hard Things, Maslow on Management, The Startup of You, The Alliance, Zero to One, dentre outros.