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Case Studies

Leading companies worldwide have been using Outcome-Driven Innovation® for over 25 years to drive growth through successful products, services and business concepts. Learn from concrete examples.

Learn how leading companies used Outcome-Driven Innovation® for their growth challenges.

All IndustrialHealth Care/PharmaTechnologyConsumerServices
Case Study Health Care/Pharma

Abbott Medical Optics Case Study

Operating in over 25 countries, Abbott Medical Optics, or AMO (formerly Advanced Medical Optics), is a leading provider of lenses, insertion systems, laser vision correction systems, and other devices for cataract and refractive surgical procedures. Although it emphasizes technological innovation, AMO operates in markets in which innovative
products are quickly imitated by competitors. To solidify financial returns in this type of market, the company
needs to attract and retain customers through excellent secondary service and support mechanisms.

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Case Study Health Care/Pharma

Advanced Surgical Tools Case Study

In 2006, Advanced Surgical Tools (AST) wanted to extend a successful product line into attractive adjacent
markets. Surgical tools based on AST’s Unity Technology (technology that enables simultaneous cutting and
coagulation) were optimized for and successful in particular surgical contexts (e.g., gynecological, colorectal, and gastrointestinal procedures), but needed modifications if they were to be used for exposure in joint replacement and spine surgeries—high-volume procedures for which AST had low market penetration.

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Case Study Consumer

Arm and Hammer Case Study

Arm & Hammer’s Animal Nutrition business (Church & Dwight) was determined to grow. Scott Druker, director of the business, chose to employ Strategyn and its Outcome-Driven Innovation methodology to formulate and drive its growth strategy. A mere year after adopting Strategyn’s “jobs-to-be-done” thinking, the business had experienced double digit growth, far outpacing its competitors. Scott sat down with Strategyn’s founder, Tony Ulwick, to talk about the remarkable journey.

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Case Study Industrial

Bosch Case Study

In 2001, the Robert Bosch Tool Company decided to enter the North American professional circular saw market. Many challenges stood in the way of their success. Randall Coe, director of product development, notes that management had four key objectives in mind: “We wanted to (1) enter the market with a saw that reflected the high-quality image carried by the Bosch name, (2) compete effectively and outperform the products produced by DeWalt and other competitors in the U.S. market, (3) ensure our product would be carried by the big-box retailers, e.g., Home Depot and Lowe’s, and (4) price the resulting product at a competitive industry Price point while yielding the desired profit margin.”

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Case Study Technology

Ceridian Case Study

A leading provider of outsourcing services, Ceridian provides its corporate clients with HR, payroll, and benefits administration services while serving as the first line of contact for client employees who have HR-related questions. For many of its clients, Ceridian becomes the company’s HR department and has daily interaction with client employees.

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Case Study Services

Harte Hanks Case Study

Harte Hanks (HH) and Strategyn co-developed a strategic marketing service based on the premise that just as consumers “hire” products to do specific jobs, they also hire retailers to help them execute the “buying job” as they proceed along their buyer’s journey. To test the efficacy of this new service, HH and Strategyn focused on looking for strategic opportunities to help struggling brick-and-mortar businesses fight back against the relentless pressure from online competition.

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Case Study Industrial

Huber Case Study

Huber Engineered Woods, a manufacturer of oriented strand board, sheathing, and related building materials, was looking to expand their growth, perhaps even to acquire new technologies to do so, but the financial risks gave them pause. Embracing Strategyn’s Outcome-Driven Innovation (ODI) approach let them see their market in a whole new way. What was Huber’s breakthrough solution? They’d already created it. Calvin Trumbo, Huber’s director of business development, talked with Strategyn’s founder, Tony Ulwick, about the journey to that discovery.

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Case Study Industrial

Hussmann Case Study

Ingersoll Rand’s Hussmann division decided in 2009 to reexamine its LED product line. Used to illuminate refrigeration cases for cold beverages and perishable and frozen foods, the product line offered reduced operating costs—especially when compared with fluorescent lighting. But in the four years following the launch of the product line, Hussmann had seen little reaction from customers. Convenience stores, supermarkets, and warehouse stores simply didn’t warm up to the idea.

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Case Study Health Care/Pharma

ITI Scotland Case Study

In 2008, ITI Scotland announced it would invest £7.9m over three and a half years in the development of an advanced
wound care technology platform. The ultimate goal was to develop a point-of-care diagnostic platform that could be readily applied to aid the diagnosis and monitoring of chronic wound infection, both in clinical and community environments. Specifically, diabetes-related wounds were recognized as a primary target for application.

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Case Study Technology

Kroll Fraud Solutions Case Study

In 2008, Kroll Fraud Solutions, a division of the risk consultancy firm Kroll, was already at the forefront in helping organizations respond to data breaches. But with market demand growing, aggressive new competitors were emerging. To maintain its leadership position, Kroll needed a strategy built around a comprehensive understanding of what an organization is trying to get done when it is responding to a data breach.

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Case Study Technology

Kroll Ontrack Case Study

In late 2001, Kroll Ontrack was faced with a strategic opportunity and a challenge. The opportunity lay in the potential market for an electronic document discovery solution for the legal industry. The challenge? Creating an effective market strategy for a business still in its infancy.

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Case Study Industrial Top Download

Mayer & Co Beschläge Case Study

This case study shows how to identify unfulfilled customer needs in a seemingly saturated market with Outcome-Driven Innovation® (ODI) and how to translate the results into a successful market and product strategy.
“Outcome-Driven Innovation® offered a whole new perspective on market definition, strategy building and innovation. An exact understanding of the actual customer needs on the basis of the ‘job’ of the customer is the heart of the procedure and the starting point for all decisions in the innovation process. That convinced us.”
Robert Andexer, Head of Business Unit DOORS

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Case Study Technology

Microsoft Case Study

In 2004, Microsoft was under pressure to build additional value into its Software Assurance offering. In exchange for
a flat fee, corporate customers received operating System upgrade rights if they signed a multiyear contract. However, there was mounting evidence that the offering was not providing the right mix of benefits to customers at a time when IT budgets were facing increased scrutiny. Microsoft was aware that some key customers were questioning the value of the offering. Even more telling, renewals of Software Assurance agreements were declining, putting a significant amount of potential revenue at risk. “We were a business facing a potential crisis,” recalls Dave Wascha, a Microsoft director.

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Case Study Technology

Streema Radio Case Study

Streema, a startup offering live radio content online, has been working with Strategyn to tackle the common challenges of growing a young company and developing its core product. We asked co-founder Martin Siniawski to reflect on his journey and to share his thoughts on how Outcome-Driven Innovation (ODI) was used as a customer-centric framework for their product development and market research efforts.

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Case Study Industrial

Technetics Group Case Study

“We had an advanced product, the Gylon Bio Pro seal, that we thought would be very valuable to the pharmaceuticals industry,” reports Michel Lefrançois, the director of R&D of TGF in Europe. “But when we showed the seal to maintenance managers, who are the main contacts for our sales force, they weren’t very interested.”

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Gerald Steiner

Vice President / Digitalization Voith Paper GmbH & Co. KG

“Using the Outcome-Driven-Innovation® methodology to enhance innovation within a digital context enabled us to identify the basis for possible digital solutions. Accepting core needs in order to find either a digital or non-digital solution to get the Job-do-be-Done is the first step for a successful innovation process. With Edizon we found the right partner to identify and quantify unmet customer needs in a structured way!”

Peter Höllerbauer

Kompetenzzentrum Innovation & Produktenwicklung / Linz AG

“Wir haben schon verschiedenste Marktforschungen durchgeführt, aber Outcome-Driven Innovation® hebt sich deutlich von diesen ab, was Insight und Ergebnistiefe betrifft. Darauf können wir unsere Innovationsstrategie perfekt aufbauen.”

Udo Hörmann

Strategic Product Management / W&H Dentalwerk Bürmoos

“Während sich zahlreiche Innovationsprozesse gleich auf die Lösung konzentrieren, stellen wir mithilfe der Outcome-Driven Innovation® Methode das Kundenbedürfnis an den Ausgangspunkt unserer Überlegungen. Ist die Aufgabe, die der Kunde durchführen will erst einmal identifiziert, eröffnet sich ein breites Spektrum an Lösungswegen. Durch die konsequente Beschreibung von Kundenbedürfnissen schaffen wir wertvollen Freiraum für verschiedenste Lösungsoptionen. Würden wir uns gleich auf die Lösung des Kundenproblems konzentrieren, würden viele Möglichkeiten von uns gar nicht erst angedacht werden.”

Andrea Wirth

Manager Product Planning & Market Research / Mitsubishi R&D Europe GmbH

“In more than 20 years of practice in (strategic market insights and) research targeted to product development I never came across such a valuable and constructive approach as Job-to-be-Done and Outcome-Driven Innovation. It is definitely a best practice to uncover actionable customer needs, to generate innovation and reveal business opportunities in the automotive industry.”

Robert Andexer

Head of Business Unit Door / Mayer & Co Beschläge GmbH

“Outcome-Driven Innovation® offered a whole new perspective on market definition, strategy building and innovation. An exact understanding of the actual customer needs on the basis of the ‘job’ of the customer is the heart of the procedure and the starting point for all decisions in the innovation process. That convinced us.”

Johann Stickler

Director Engineering / Liebherr-Werk Bischofshofen GmbH

“Through the application of systematic market research we can better understand customer needs. That insights assure a focused product development and provides that we can offer the right solution and a competitive price-benefit ratio. ODI methodology enables us to increase customer value and a unique selling proposition.

We learned a lot from our customers and for our customers by applying ODI to our innovation management.

Simona Skerjanec

Life Cycle Leader / Ocrelizumab F. Hoffmann-La Roche AG

“I am a big fan of Outcome-Driven Innovation (ODI) as a methodology to help us better understand the customer needs. We’re asking them about what they truly know – their jobs. I’ve used it in different settings for various products and I was always able to uncover the important insights. These insights helped us develop more innovative solutions for our customers or position the product in the market segment with highly unsatisfied needs.”

Marco De Polo

Head Portfolio Strategy & Global Market Insights / Roche Diabetes Care

“Edizons’ Outcome-Driven Innovation approach finally allowed us to truly understand what customers are trying to achieve, independent of any solutions. Edizon opened our eyes regarding the ultimate unit of measure to identify growth opportunities and growth strategies: the jobs and outcomes customers are trying to get done that then define the opportunity landscape.”

Florian Schütz

New Business Development / Borealis

“First, we applied ODI & JTBD in New Business Development and are now integrating it group wide as one part of a market-driven innovation initiative.” 

Florian Dahm

Strategic Marketing / PERI GmbH

“Peri is strongly committed to a customer centric approach in business development. Edizon actively helps us to introduce Jobs-to-be-Done as a common needs language. The Outcome-Driven Innovation process puts Jobs-to-be-Done into action and guides our business development on a cross-functional level, from strategy to product management, marketing and sales.” 

Mark Veldhoen

Innovation & Growth Analyst / Riwal

“Riwal wanted to understand the needs of construction site managers better when it comes to ‘enabling workers to work at height’. We had a couple of learnings about planning, monitoring work progress and safety management. The ODI method really opened my eyes and with the information’s about our customers’ needs we could address solutions to this needs in our digital rental platform.”

Wolfram Nagel

Senior User Experience Designer / TeamViewer

“Visited one of Edizon’s workshops and absolutely enjoyed it. I learned a lot and got an even better idea of what ODI means and how to apply it in practice. Great discussions and insights – these were two very insightful days! Thank you for that.”

Dr. Henning Bork

Director Strategy / ASM Assembly Systems

“Job-to-be-Done methodology helps ASM to open the aperture and refocus from Equipment (Product) based thinking to customer (job) centric thinking.”

Karl-Heinz Mayer

Director of Innovation Management / Eaton Industries

“We had a product ready and suddenly ‘the market disappeared’. To make sure this does not happen again we were looking for support and found Edizon. We already did some projects together and now we are doing internal trainings to implement ODI in our organization”

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