Articles of Interest
There are numerous articles written about innovation theory, many of which support Strategyn's thinking on the topic. We've selected some of our favorite articles for review. Some specifically discuss the jobs-to-be-done theory, others discuss innovation topics that can help you in your business, and others provide insight into the thinking of the some of the world's leading innovation experts.
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Innovation Track Record Study
In 2010, Strategyn engaged researcher Janet Bumpas to study the success rates of traditional innovation methods and its own innovation process, Outcome-Driven Innovation® (ODI). The results show that while the success rates of traditional innovation processes average 17 percent, the success rate of ODI is 86 percent. This means that 86 percent of the products and services launched by Strategyn clients using ODI were a success. This paper documents the details of the study.
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AOI-Lost in Translation
In this Harvard Business Review article written by Strategyn CEO Tony Ulwick, you'll learn about the three types of customer feedback that, when captured, ensure that all participants in the process are speaking the same language. Knowing how to get this feedback and how to apply it will help you successfully grow new and existing markets. This article was written as part of the original thinking on jobs-to-be-done theory.
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AOI-Do You Really Know What Your Customers are Trying to Get Done?
Most companies come up with a new product or service and then see whether a customer will buy it. But what they should do instead is first determine the customer's desired outcomes and then use those outcomes to guide the innovation process. Read the six steps you should follow if you want your new product or service to be successful. This article by Strategyn CEO Tony Ulwick was written as part of the earlier thinking on the jobs-to-be-done theory.
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AOI-Marketing Malpractice: The Cause and the Cure
This Harvard Business Review article underscores the importance of a marketer's task in understanding the jobs a customer is trying to get done. It explains how jobs-based thinking can help a company design the right products, grow product categories, and build brands that customers will hire. This article was co-authored by Clayton Christensen, Scott Cook, and Taddy Hall.
