Anthony W. Ulwick

Cost reductions. Hussmann differentiated its LED products without increasing product cost—a prime objective. Rohrer describes how this was possible: “We made incremental changes to an existing platform in all the right areas, based on how customers measure value. We hit all the key outcomes at the right level without raising costs. In fact, we reduced costs dramatically because we were so focused on just changing the things that mattered.”

Enhanced speed to market. Bhargava notes that having a prioritized list of customer needs, stated in clear, unambiguous language, made it possible to “move through the early stages [of product development] much more quickly … so that we could really get to work. We were able to translate the desired outcomes very clearly for engineering so that they understood what to develop. We didn’t leave anything for them to guess at.” He also notes that the insights gained through the process enabled Hussmann to set optimal prices based on the value of each SKU.

3. 
   Enhanced credibility. The prioritized customer outcomes have changed the strategic dialogue within the firm. Rohrer states, “It is a whole different conversation with the executive team. It used to be a long decision process based on arguments over whether customers would buy some new product or not. ‘Oh, did you think of this? Of that?’ Now they see the exact need set and can evaluate how a solution might address those needs.” Bhargava concurred, “ODI brings a lot of credibility. You no longer get questioned by internal stakeholders—operations and engineering, supply chain, sales, and so on.”
   

Beyond these project benefits, ODI has created a fundamental shift in Hussman’s innovation culture. As Rohrer describes it, “We’ve shifted the culture from a technology-driven company to a customer-needs-driven company.”

PRACTICE

6.
BECOMING AN ODI PRACTITIONER

Jobs Theory intuitively makes sense, and Strategyn, through its application of ODI, has proven Jobs Theory is very effective in practice. With the contributions of leading academics like Clayton Christensen, and Jobs Theory champions and practitioners around the world, a new paradigm is on the horizon. I think it is safe to predict that companies will become more customer-centric, job-focused and outcome-driven. So what is next?

Many companies we’ve worked with over the years have wanted to put Jobs Theory and ODI into practice on a large scale. Most of them didn’t want to be dependent on a third- party consulting firm over the long term for their ongoing success. Instead, they wanted to have and use their own practitioners and make Jobs Theory and ODI part of their DNA and organizational fabric. What our clients and other companies often want to know is this: “How do we put Jobs Theory and ODI into practice within our organization?”

In this chapter and the next, I will answer that question. While the next chapter addresses the needs of the organization, this chapter is written for the practitioner—the individuals that will take it upon themselves to apply Jobs Theory, practice ODI, and drive change in their organization.

In my days at IBM, I took on this role—the change agent, or the maverick as I was called. I was the internal consultant who wanted to help IBM find a better way to innovate. I took on the role of the practitioner as I tried to change the way people think about innovation. I remember how I appreciated the help I received from internal IBM supporters, my mentors and managers. I also remember how I’d wished that someone would come along and offer me the process, tools and instructions I would need to be successful. Now that I have the process, tools and instructions, I want to share them with you.

To that end, in the first quarter of 2017, Strategyn will make available to our clients a Jobs-to-be-Done Toolkit that will include the tools, templates, and instructions that Strategyn’s internal ODI Practitioners use to effectively lead strategy and innovation engagements.