ProductCamp Austin - Looking for Innovation In All the Wrong Places


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Designing Products and Services Customers Want To Buy

Why is the batting average for product development approximately 20%? Why should you re-look at the traditional “voice of the customer” approach? If the traditional approach worked, then why do you have such a low batting average? If we had an accurate method of defining product requirements, then why do we call the product definition phase, the “fuzzy front end?” The primary reason is that companies are looking for innovation in the wrong places.

This session will discuss what it takes to look for innovation in the right places and in the right way by taking a concern oriented rather than a solutions oriented approach. Customers know what job they want to get done, its importance, and their level of satisfaction with the current approaches. Approached this way developers can do what they do best. Provide innovative solutions.

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  • Why Is Innovation SO ImportantIt IS tomorrow’s competitive advantage Supports organic growthIt improves profitability & margins It improves long-term productivityIt improves customer retention rates It supports long-term sustainability In competitive markets, the innovative survive
  • Problems With InnovationHigh technical riskCan it be done?High market riskWill they buy it?Who will buy it?How many will buy it?Competitive riskCan we win?What will be our relative competitive position?Business riskWill it be profitable?Does it satisfy other company needs?
  • Why are you here? - What concerns brought you here?Heidegger: Human Beings are concern full Beings and the concerns that they are are always concerns for the future.If you want to know someone’s commitment look at their actions and their results.
  • ProductCamp Austin - Looking for Innovation In All the Wrong Places

    1. 1. Looking For InnovationIn All The Wrong PlacesRichard Eppel(512)<br />
    2. 2.
    3. 3. My Background<br />Engineering<br />Systems Engineer<br />Product Manager<br />Product Line Manager<br />Engineering Executive<br />Business<br />General Manager<br />CEO<br />
    4. 4. Agenda<br />Setting A Context for Innovation<br />Exploring the Job-Needing-Done (JND) Approach<br />Practice Session<br />Application Example<br />
    5. 5. What Are You Up Against<br />3,000 Raw Ideas<br />100 Exploratory Projects<br />10 Well-Developed Projects<br />2 Full-Fledged Product Launches<br />Stevens, G A. and Burley, J.<br />“3,000 Raw Ideas = 1 Commercial Success<br />1 Successful Product<br />
    6. 6. How Can We Improve Our Odds?<br />By Looking For Innovation<br />In The Right Places<br />And<br /> In The Right Way<br />
    7. 7. Customers As A Source Of Innovation<br />What questions do you ask your customers?<br />What answers to you get?<br />Do the answers help you target innovation?<br />Do the questions and answers produce insight:<br />To make powerful offers<br />In your customer’s language<br />
    8. 8. Typical Customer Feedback<br />Vague statements<br />Their solution<br />Desired outcomes tainted with their solution<br />
    9. 9. Two Key Questions<br />How might we better utilize our customer’s knowledge to generate innovations that will accelerate our growth?<br />How might we formulate the questions such that the answers are actionable?<br />
    10. 10. What Do Customers Know?<br />Their world<br />What they are attempting to accomplish<br />What works well<br />What doesn’t work well<br />What doesn’t work at all <br />For the Job They Need To Get Done<br />
    11. 11. What Do You Know?<br />How To Provide Innovative Solutions <br />For The<br />Job They Need To Get Done<br />
    12. 12. What Do You Need To Do Your Job?<br />The jobs the customer needs to get done<br />The outcomes they want to produce<br />The level of importance of the job<br />Their current level of satisfaction with their outcomes<br />In A Precise And Disciplined Fashion<br />
    13. 13. Job Needing Done Approach<br />All Jobs Needing Done Start With A Verb<br />For Example:<br /><ul><li> Managing
    14. 14. Determining
    15. 15. Capturing
    16. 16. Cutting
    17. 17. Repairing
    18. 18. Diagnosing </li></li></ul><li>Job-To-Be-Done Examples<br />Starting a corporation – Preparing a Living Trust<br />On-line or discount legal services<br />Selling a house<br />You Sell It<br />Preparing my taxes<br />On-line/Software/H&R Block<br />Managing my checkbook<br />Quicken<br />Buying vintage cars<br /> On-Line Vintage Car Bluebook<br />
    19. 19. Job Needing Done Approach<br />with these<br />outcomes<br />personal<br /> finances<br />Managing<br />at home<br />Action Verb<br />Action Object<br />Value Metrics<br />Context/Circumstances<br />with these<br />outcomes<br />the value of <br />vintage cars <br />during an<br />auction<br />Determining<br />
    20. 20. Job Needing Done Outcomes<br />Functional Job Statement<br />Outcome Statement<br />
    21. 21. Job Needing Done Outcomes<br />Functional Job Statement<br />Action Verb<br />Action Object<br />Value Metrics<br />Circumstances<br />Outcome Statement<br />with these<br />outcomes<br />the value of <br />vintage cars <br />during an<br />auction<br />Determining<br />
    22. 22. Practice<br />
    23. 23. Practice Example<br />
    24. 24. Practice Worksheet<br />
    25. 25. Example<br />You are in the business of selling:<br />Guitar amplifiers<br />Special guitars<br />A full range of accessories<br />Do you think you understand your customer?<br />Are their customers you not serving?<br />How do you find out?<br />
    26. 26. Ask Guitarists<br />Find out the job they are trying to get done<br />Uncover the functional jobs<br />Uncover the emotional jobs<br />Survey a larger population to prioritize the level of importance and satisfaction<br />Determine the parts of the job that are underserved<br />
    27. 27. Formulate Strategic Alternatives<br />10<br />Opportunity = Importance + max(Importance-Satisfaction,0)<br />Overserved<br />Satisfaction<br />>12<br />>15<br />Adequately Served<br />Underserved<br />1<br />1<br />10<br />Importance<br />
    28. 28. Develop A Market Category<br />
    29. 29. Results<br />Capture what you play<br />Capture what you play, sing and hear<br />Result<br />An easy-to-use portable digital recorder that provides total inspiration control for musicians<br /><ul><li> Easy to use
    30. 30. Always on, and always listening
    31. 31. When inspiration strikes, you capture it</li></li></ul><li>Innovation Options Strategy<br />