In most companies, there is no one
individual who knows all the customer’s needs for the markets being
served. This insight may reside collectively within the company – in
the minds of dozens of people – but in most cases it is not
documented, shared and agreed on.
Also, in most companies, there is no one individual who knows which
of the customer’s needs are unmet. Again, this insight may reside
collectively within the company – but it is rarely documented,
shared and agreed on.
Keep in mind that innovation is the process of devising solutions
that address unmet customer needs. So, if a company does not agree
on what the customers needs are – and does not agree on which of
those needs are unmet – it cannot be effective at innovation.
If your job as a VOC practitioner is to uncover customer
requirements for the purpose of innovation, then outcome-driven
thinking offers a better solution. Because there are rules for the
structure, content and format of the customers inputs, it is
possible for companies to agree on what needs are and which are
unmet – dramatically changing the dynamics of the innovation
process.
Imagine if everyone in the company knew all the customer’s needs and
knew with certainty which were unmet. That would have a dramatic
impact on the organization and its ability to innovate.
