It is my belief that before any
innovation methodology can claim that it makes innovation
predictable, it must be proven to work across all industries and
in all innovation contexts – and the outcome-driven innovation
methodology stands up to this test. Over the past 15 years, the
methodology has been applied hundreds of times in dozens of
companies across nearly all industries. During this time we have
proven that the outcome-driven methodology is equally effective
when applied to product, service and operational innovation.
When it comes to product and service innovation, for example, we
have proven its effectiveness in helping companies achieve core
market growth, create adjacent or related market growth, create
new markets and achieve growth through disruption. Much of our
experience is in these areas.
When it comes to operational innovation, we have proven that the
same process is very effective in helping companies turn an
internal business process into a core strength, as Dell and
Wal-Mart have done.
The outcome-driven innovation methodology works in all
industries and contexts because it addresses the fundamentals of
innovation. In each of these contexts, the organization is
trying to devise a solution that addresses the customer’s unmet
needs. The outcome-driven methodology is designed to uncover the
unmet needs and address them, regardless of context. That is why
we believe the process is so powerful.
