Top Highlights

• In the outcome-driven paradigm the focus is not on the customer, it is on the job: the job is the unit of analysis. When companies focus on helping the customer get a job done faster, more conveniently, and less expensively than before, they are more likely to create products and services that the customer wants. Only after a company chooses to foc...
• Customers use a set of metrics (performance measures) to judge how well a job is getting done and how a product performs. Just as companies use metrics to measure the output quality of a business process, customers use metrics to measure success in getting a job done. Customers have these metrics in their minds, but they seldom articulate them, and...
• For any given job, customers collectively apply 50 to 150 metrics (not just a handful) to measure how well the job is getting done. Only when all the metrics for a given job are well satisfied are customers able to execute the job perfectly. Ironically, these metrics are overlooked in the customer-driven world because they are not revealed by liste...
• These customer metrics make possible the systematic and predictable creation of breakthrough products and services.
• In the outcome-driven paradigm, for example, companies do not brainstorm hundreds of ideas and then struggle to figure out which, if any, have value. Instead they figure out which of the 50 to 150 outcomes for a given job are important and unsatisfied and then systematically devise a few ideas that will better satisfy those underserved outcomes.