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ARTICLES BY TONY ULWICK PUBLISHED BY
HARVARD ARTICLES BUSINESS BY TONY SCHOOL ULWICK PUBLISHING PUBLISHED & BY MIT HARVARD SLOAN MANAGEMENT BUSINESS SCHOOL
REVIEW
These PUBLISHING articles, available & MIT for SLOAN purchase MANAGEMENT through Harvard Business REVIEW
School Publishing, and Sloan Management
These articles, Review available provide a concise for purchase look at some through of the Harvard ideas and Business theories School that support Publishing, the Outcome- and
Driven Innovation® philosophy.
Sloan Management Review provide a concise look at some of the ideas and theories that
You can find direct links to these by visiting www.tonyulwick.com and clicking on “Publications”.
support the Outcome-Driven Innovation ® philosophy.
The Customer-Centered Innovation Map
Anthony You can W. find Ulwick, direct Lance links Bettencourt. to these by Harvard visiting Business www.tonyulwick.com Review, May, 2008 and clicking on
We “Publications”.
all know that people "hire" products and services to get a job done. Surgeons hire scalpels to
dissect The Customer-Centered soft tissue. Janitors hire Innovation soap dispensers Map and paper towels to remove grime from their hands.
To find ways to innovate, it's critical to deconstruct the job the customer is trying to get done from
beginning Anthony to W. end, Ulwick, to gain Lance a complete Bettencourt. view of all Harvard the points Business at which Review, a customer May, might 2008
desire more help
from We all a product know that or service. people A “hire” methodology products called and services job mapping to get helps a job companies done. Surgeons analyze hire the biggest scalpels
to dissect of the soft products tissue. and Janitors services hire customers soap dispensers currently use and and paper discover towels opportunities to remove for grime
inno-
drawbacks
vation. It It involves breaking down the task the customer wants to accomplish into the eight universal
from their hands. To find ways to innovate, it’s critical to deconstruct the job the customer
steps of a job: (1) defining the objectives, (2) locating the necessary inputs, (3) preparing the physical
environment,
is trying to get
(4) confirming done from
that beginning
everything to
is end,
ready, to
(5) gain
executing a complete the task,
view (6) monitoring
of all the its
points progress,
at
(7) which making a customer modifications might as desire necessary, more and help (8) from concluding a product the job. or service. Job mapping A methodology differs substantively called
from job mapping process mapping helps companies in that the analyze goal is to the identify biggest what drawbacks customers of are the trying products to get and done services
at every
step, customers not what currently they are use doing and currently. discover For opportunities example, when for an innovation. anesthesiologist It involves checks breaking
a monitor
during down a the surgical task the procedure, customer the wants action to taken accomplish just a means into the to the eight end. universal Detecting steps a change of a job: in patient (1)
vital defining signs the is the objectives, job the doctor (2) is locating trying to the get done. necessary Within inputs, each of (3) the preparing discrete steps the lie physical multiple environment,
for (4) making confirming the job simpler, that everything easier, or faster. is ready, By mapping (5) executing out every the step task, of (6) the monitoring job and locating its
opportunities
those opportunities, companies can discover new ways to differentiate their offerings.
progress, (7) making modifications as necessary, and (8) concluding the job. Job mapping
Giving differs substantively Customers from a Fair process Hearing
mapping in that the goal is to identify what customers
Anthony are trying W. to Ulwick, get done Lance at every Bettencourt, step, not Sloan what Management they are doing Review, currently. April, For 2008example, when
Eager an anesthesiologist to grow through checks innovation, a monitor companies during are a looking surgical to customers procedure, to the guide action them taken toward is unmet just
needs. a means But to these end. entities Detecting often end a up change with vague, in patient unusable vital — signs or even is the misleading job the — doctor customer is trying
input.
Why? Ulwick and Bettencourt say that companies often think that customers do not know, or cannot
to get done. Within each of the discrete steps lie multiple opportunities for making the job
effectively communicate, their actual needs and requirements. The truth is that customers know, and
can
simpler, communicate easier, or
their faster.
needs By mapping
perfectly well. out every
The problem step of
is the that
job companies
and locating do not
those know
opportu-
what a
“need” nities, is companies or how to listen can discover to customers. new ways In this to article, differentiate the authors their – after offerings.
gathering 10,000 introduce
a set of timeless standards that define the purpose, structure, content, and format of a customer
need statement, transforming the art of requirements gathering, and hence innovation, into a rulesbased
discipline.
Turn Customer Input Into Innovation
Anthony W. Ulwick, Harvard Business Review, January 2002
(CONTINUED)
Using Cordis Corp. as an example, this article describes a series of effective steps for capturing, analyzing,
and utilizing customer input.
For information regarding Publishing, Editorial or Speaking Engagements contact LJ Davis
Jey Associates • ldavis@jey-associates.com
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