strategy professionals

More documents

Recommendations

Info

REVOLUTIONIZING INNOVATIONN N O I O N TURN PAGE CREATIVE WEB DESIGN POSITIONING RANKING PROGRAMMING via our interactive media division: AWebStudio www.awebstudio.com With Satellite offices in California, Texas and Utah ARTICLES BY TONY ULWICK PUBLISHED BY HARVARD Giving Customers BUSINESS a Fair SCHOOL Hearing PUBLISHING & MIT SLOAN MANAGEMENT REVIEW These Anthony articles, W. Ulwick, available Lance for purchase Bettencourt, through Sloan Harvard Management Business School Review, Publishing, April, 2008 and Sloan Management Review provide a concise look at some of the ideas and theories that support the Outcome- Driven Eager Innovation® to grow through philosophy. innovation, companies are looking to customers to guide them toward can unmet find direct needs. links But to these entities by visiting often www.tonyulwick.com end up with vague, and unusable clicking on — “Publications”. or even mislead- You The ing — Customer-Centered customer input. Why? Ulwick Innovation and Bettencourt Map say that companies often think that Anthony customers W. do Ulwick, not know, Lance or cannot Bettencourt. effectively Harvard communicate, Business Review, their actual May, needs 2008 and requirements. all know The truth that people is that "hire" customers products know, and and services can communicate to get a job done. their Surgeons needs perfectly hire scalpels well. to We dissect The problem soft tissue. that Janitors companies hire soap do dispensers not know what and paper a “need” towels is to or remove how to grime listen from to customers. their hands. To In this find article, ways to the innovate, authors it's – critical after gathering to deconstruct 10,000 the introduce job the customer a set of timeless is trying to standards get done that from beginning define the to purpose, end, to gain structure, a complete content, view of and all format the points of at a customer which a customer need statement, might desire transform- more help from ing the a product art of requirements or service. A methodology gathering, and called hence job mapping innovation, helps into companies a rules-based analyze discipline. the biggest drawbacks of the products and services customers currently use and discover opportunities for innovation. Turn Customer It It involves breaking Input Into down Innovation the task the customer wants to accomplish into the eight universal steps Anthony of a job: W. Ulwick, (1) defining Harvard the objectives, Business (2) Review, locating January the necessary 2002 inputs, (3) preparing the physical environment, (4) confirming that everything is ready, (5) executing the task, (6) monitoring its progress, (7) Using making Cordis modifications Corp. as as an necessary, example, this and article (8) concluding describes the a job. series Job of mapping effective differs steps substantively for capturing, process analyzing, mapping and in utilizing that the goal customer is identify input. what customers are trying to get done at every from step, not what they are doing currently. For example, when an anesthesiologist checks a monitor during WHITEPAPERS a surgical procedure, BY TONY the action ULWICK taken is just a means to the end. Detecting a change in patient vital signs is the job the doctor is trying to get done. Within each of the discrete steps lie multiple opportunities Many of for the making white the papers job simpler, listed easier, here offer or faster. insight By mapping into some out every of Tony step Ulwick’s of the job latest and locating proprietary opportunities, research, while companies others can provide discover more new detail ways to on differentiate a specific their topic offerings. or present outcome- those Giving driven theory Customers from a unique a Fair perspective. Hearing Anthony A New Perspective W. Ulwick, Lance on VOC Bettencourt, Sloan Management Review, April, 2008 Eager Anthony to grow W. Ulwick, through innovation, Lance Bettencourt companies In are response looking to to a customers public critique to guide of them its methodology toward unmet needs. But these entities often end up with vague, unusable — or even misleading — customer input. by a competitor, Tony Ulwick and Lance Bettencourt have authored A New Perspective Why? Ulwick and Bettencourt say that companies often think that customers do not know, or cannot effectively on VOC, communicate, an article which their actual highlights needs the and business requirements. advantages The truth of is Strategyn’s that customers innovation know, and can methodology communicate and their the strategic needs perfectly and tactical well. The differences problem is between that companies it and the do failed not know voice-of- what a “need” the-customer is or how (VOC) to listen practices to customers. of the In past. this article, the authors – after gathering 10,000 introduce a The set Language of timeless of standards Innovation that define – Anthony the purpose, W. Ulwick structure, content, and format of a customer need statement, transforming the art of requirements gathering, and hence innovation, into a rulesbased When discipline. building a competency in innovation, a company must adopt the best innovation Turn process Customer and the language Input that Into supports Innovation it. This primer introduces the terms needed to describe and W. discuss Ulwick, Outcome-Driven Harvard Business Innovation Review, ® January - a powerful 2002and proven methodology that Anthony transforms innovation into a structured business process. Using Cordis Corp. as an example, this article describes a series of effective steps for capturing, analyzing, and utilizing customer input. (CONTINUED) For information regarding Publishing, Editorial or Speaking Engagements contact LJ Davis Jey Associates • ldavis@jey-associates.com TURN www.tonyulwick.com • www.strategyn.com • www.strategyninstitute.com PAGE
REVOLUTIONIZING INNOVATIONN N O I O N TURN PAGE CREATIVE WEB DESIGN POSITIONING RANKING PROGRAMMING via our interactive media division: AWebStudio www.awebstudio.com With Satellite offices in California, Texas and Utah ARTICLES BY TONY ULWICK PUBLISHED BY HARVARD Fill the Pipeline BUSINESS with Breakthrough SCHOOL PUBLISHING Products –& Anthony MIT SLOAN W. Ulwick, MANAGEMENT Sandy Bates REVIEW These Many articles, companies available find it for hard purchase to generate through enough Harvard high-value Business School ideas for Publishing, their new and product Sloan Managemenvelopment Review process. provide Fortunately, a concise a look unique at some method of the for ideas generating and theories and that filtering support ideas the makes Outcome- it de- Driven Innovation® philosophy. possible for companies to dramatically boost their product development success rate– and You can find direct links to these by visiting www.tonyulwick.com and clicking on “Publications”. to deliver products their customers want. The Customer-Centered Innovation Map Anthony What is Outcome-Driven W. Ulwick, Lance Bettencourt. Innovation®? Harvard – Anthony Business W. Ulwick Review, May, 2008 We With all new know theory, that people frameworks "hire" products and practices, and services innovation to get has a job been done. transformed Surgeons hire from scalpels an un- to dissect soft tissue. Janitors hire soap dispensers and paper towels to remove grime from their hands. structured, hitormiss process into a predictable, rules-based discipline. Profound yet practical, the outcome-driven to end, to gain a innovation complete view methodology of all the points shatters which outdated a customer thinking might and desire is setting more help a To find ways to innovate, it's critical to deconstruct the job the customer is trying to get done from beginning from new a global product standard or service. for innovation. A methodology called job mapping helps companies analyze the biggest drawbacks of the products and services customers currently use and discover opportunities for innovation. Retiring It It involves the House breaking of Quality down the – task the customer wants to accomplish into the eight universal steps Anthony of a job: W. Ulwick, (1) defining Richard the objectives, E. Zultner, (2) locating and Richard the necessary Norman inputs, (3) preparing the physical environment, With the advent (4) confirming of outcome-driven that everything thinking is ready, and (5) executing modern the QFD task, methods, (6) monitoring innovation its progress, and (7) making modifications as necessary, and (8) concluding the job. Job mapping differs substantively product development have been transformed. It is time to retire obsolete tools and adopt from process mapping in that the goal is to identify what customers are trying to get done at every step, new Design not what for they Six are Sigma doing practices currently. for For the example, execution when of an these anesthesiologist critical business checks processes. a monitor during This landmark a surgical procedure, article, written the action by the taken leaders is just a of means Outcome-Driven to the end. Detecting Innovation a change ® and in patient QFD vital practices, signs is redirects the job the the doctor future is trying of innovation. to get done. Within each of the discrete steps lie multiple opportunities for making the job simpler, easier, or faster. By mapping out every step of the job and locating those The Strategic opportunities, Role companies of Customer can discover Requirements new ways in to Innovation differentiate their – offerings. Anthony W. Ulwick Giving Customers a Fair Hearing Anthony This article W. Ulwick, describes Lance the Bettencourt, pitfalls of following Sloan Management a traditional Review, customer-driven April, 2008 philosophy Eager and explains to grow how through outcome-driven innovation, companies thinking are enables looking companies to customers to to transform guide them the toward way unmet they needs. execute But product these entities and market often end strategy. up with This vague, primer unusable is a must-read — or even misleading for those who — customer want to input. understand Ulwick the and nuances Bettencourt and benefits say that of companies Outcome-Driven often think Innovation®. that customers do not know, or cannot Why? effectively communicate, their actual needs and requirements. The truth is that customers know, and can Outcome-Driven communicate their Segmentation needs perfectly – Anthony well. The W. problem Ulwick is that companies do not know what a “need” When is it or comes how to to listen innovation, to customers. targeting In this demographic article, the authors and psychographic-based – after gathering 10,000 segments introduce a set of timeless standards that define the purpose, structure, content, and format of a customer directs resources at phantom groups of customers, burdening the innovation process with need statement, transforming the art of requirements gathering, and hence innovation, into a rulesbased inefficiency. discipline. Learn how job-based and outcome-based segmentation eliminates those shortcomings and uncovers new opportunities for growth. Turn Customer Input Into Innovation Anthony W. Ulwick, Harvard Business Review, January 2002 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 TURN www.tonyulwick.com • www.strategyn.com • www.strategyninstitute.com PAGE
Page 1 and 2: CREATIVE WEB DESIGN POSITIONING RAN
Page 3 and 4: JEY A SSOCIATES High Energy Marketi
Page 7: REVOLUTIONIZING INNOVATIONN N O I O
Page 11 and 12: TURN PAGE CREATIVE WEB DESIGN POSIT
Page 15: JEY A SSOCIATES High Energy Marketi

strategy professionals

Create successful ePaper yourself

Delete template?

Save as template?