Patented Methodology Increases Success Rate in the Innovation Process

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Strategyn, an innovation management consulting firm, recently released the results of an independent study that measured the effectiveness of its patented Outcome-Driven Innovation (ODI) methodology for launched products or services in the marketplace. The study found that products and services launched with ODI had greater success in the marketplace than products launched with traditional forms of innovation. The success rate for products launched using ODI was 86 percent, while traditional innovation methods yielded an average success rate of 17 percent.

Published: December 9, 2010 | By: | 9 Comments
In: Reports

To calculate the success rate of traditional innovation processes, the study averaged the success rates cited in 12 sources, including the Harvard Business Review, the consulting firm Frost & Sullivan, the professional services firm PricewaterhouseCoopers, the Product Development Management Association (PDMA) and the Corporate Strategy Board. The average innovation success rate across all 12 sources was calculated at 17 percent.

As part of the study, representatives from 43 companies were interviewed, resulting in the identification of 21 launched products that were created using ODI. The launched products were classified as a new product or service, an enhancement to an existing product or service, or an operational enhancement.

The success rate for products launched using ODI was 86 percent, while traditional innovation methods yielded an average success rate of 17 percent.

The companies were then asked if these launches were successful in improving revenue, market share, customer satisfaction or return on investment (ROI).  Companies indicated that 18 of the 21 products (or 86 percent) were successful based on one of these four metrics.

Commentary from study participants during the research process revealed the companies also felt that Strategyn’s jobs-based approach offers distinct advantages – from better product development, to creating a more cohesive organization across engineering and marketing, to being able to dispose of unprofitable ideas quickly.  ODI helped the companies that participated in the study focus their resources on the most profitable activities.

As the name implies, ODI begins with an understanding of all the customers’ needs and which of those needs are unmet. Having this insight in advance of idea generation, companies can eliminate the guesswork and risk when generating new ideas. Strategyn gathers and processes information on customer needs through qualitative and quantitative research coupled with its proprietary processes.

Specifically, the study:

  • Proves that ODI works and works well;
  • Dispels the myth that there is no true process for innovation;
  • Shows that idea generation isn’t simply about creative thinking, but rather generating ideas that meet customers’ needs; and
  • Demonstrates that ODI has put an end to the high failure rates that have plagued innovation efforts for so long.

For more details, readers may reference the Innovation Track Record Study, which outlines the research goals, methodology, success metrics, and results.

By Janet Bumpas

About the author & GoodStep Enterprises

Janet Bumpas is president of GoodStep Enterprises. A graduate of Harvard Business School, she has held positions with Boston Consulting Group, several technology and pharmaceutical companies, the United Nation’s World Health Organization, and the World Bank. She lives in San Francisco. Her current clients include the United Nations, the World Bank, and several NGOs.

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